Leadership 6

LEADERSHIP Shirin Eskandari

 Management

is doing things right, leadership is doing the right things” (Warren Bennis and Peter Drucker)

Leadership is the process by which managers motivate ,influence ,direct ,and communicate with subordinates to get them to perform in ways that will help the organization achieve its goals.  It is one of the five major functions of management . the ability to influence others ---power---in an organization has several sources and levels and can be exercised in a variety of ways. 

Power in an organization to get someone else to do something you want done or make things happen the way you want.  Power should be used to influence and control others for the common good rather seeking to exercise control for personal satisfaction. 

Two sources of managerial power: Position power.  Personal power. 

Position power. Based on a manager’s official status in the organization’s hierarchy of authority. Sources of position power:  Legitimate power : is a function of a particular position and stays with the position , not the individual.  Reward power : is based on a managers ability to reward a subordinate for a particular performance  Coercive power : is based on a managers ability to punish a subordinate.

Personal power. on the unique personal qualities that a person brings to the leadership situation. Sources of personal power:  Expert power : is based on an individual”s knowledge , special skills , abilities , or previous experience valuable to the organization.  Referent power : is based on an individual “ s ability to influence others through personal characteristics or charismatic personality.

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Early studies were based on two theories:  Trait

Theory (focuses on leader qualities)  Behavior Theory (focuses on leader actions)

The 4 Leadership Theory Classifications Include:

Trait Behavioral

Contingency Integrative

Trait theory Leaders are born , not made. 

Edwin Gheselli identified six traits for effective leadership:  Need

for achievement  Intelligence  Decisiveness  Self-confidence  Initiative  Supervisory ability 

Leaders with same traits might be successful in different situations

Behavioral theory  

In the 1940s, research focused on leader behaviors Focusing on what the leader does , not on the traits he or she possesses , the behavioral approach holds that leadership has at least tow aspects– one related to task performance , the other to employee functioning ; that leadership styles can be learned and must be flexible ; and that no single style is appropriate for all situations.

Important leadership studies: Ohio State Studies (Stogdill, 1957  Initiating structure (task-oriented) 

 Methods  Procedures

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Consideration (people-oriented)  Approachable,

trust, respect

University of Michigan studies 

Distinguished between job-centered and employee-centered approaches to leadership and found that while employeecentered leadership was more effective , other styles could be effective and that leadership effectiveness must be judged by more than productivity.

Contingency approaches 

Both trait and behavioral theories tried to identify the one best leader or style for all situations  By

the late 1960s, it became apparent that there is no such universal answer

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Leadership effectiveness depends on a combination of the:  Leader  Followers  Situational

factors

Four factors play a role in the situational approach to leadership : The personal characteristics of the manager  The nature of the job itself  The nature of the organization  The characteristics of subordinates 

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Leadership results when… the ideas and deeds of the leader match the needs and expectations of the follower in a particular situation

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Examples:   

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Gen. George Patton Nelson Mandela Adolf Hitler

For leadership to take place, the leader, followers, and situation must match

Fiedler “ s contingency model 

Fred E. Fiedler formulated a model in which task structure (structured or unstructured) , leadermember relations ( rated as poor or good ) , and leader position power (strong or weak ) are situational variables that can be used to predict which type of leadership style would be most effective.leadership style is described in terms of least preferred coworker (LPC)variable in which a low LPC score indicates task orientation and a high LPC score (indicating high manager effectiveness with workers)indicates employee orientation.

The managerial grid and leadership styles

Laissez- fair management :at the lower left corner of the grid is the management style characterized by minimal concern for people and minimal concern for production (this style is sometimes known az impovershed management)  Country club management : position (1,9) are managers who show a high concern for people but give little attention to production 

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Task management : position (9,1) is the management style characterized by high concern for production and low concern for people. Such managers typically set high production quotas for their subordinates. Middle-of-the-road management : in the middle of the grid (5,5)is the management style characterized by an adequate concern for both people and production and an attempt to balance the two. Democratic (team) management: position(9,9) is what the developers of the grid ,Blake and mouten , thought was the ideal- namely , high concern for both people and production.

…Good leaders are one the people fear and hate.  Great leaders, the people honour and praise.  Greatest leaders, the people do not notice their existence. 

Lead people by walking beside them..  And when the best leader's work is done, the people say, “We did it ourselves.” 

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…Old Chinese philosophy

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It is wonderful when the people believe in the leader…

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It is more wonderful when the leader believes in the people

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Great things can happen when you don’t care who gets the credit.  Mark Twain