Lesson 7 leadership

1/30/20 Lesson Instructor: LTT Xuan 1 Define leader and leadership Compare and contrast early theories of leadership Describe the three major contingency theories of leadership § Develop your skill at choosing an effective leadership style Describe contemporary views of leadership Discuss contemporary issues affecting leadership § Know how to prepare for an effective transition to a leadership position Instructor: LTT Xuan 2 1/30/20 Who Are Leaders and What Is Leadership? • Leader someone who can influence others and who has managerial authority • Leadership – what leaders do; the process of influencing a group to achieve goals • Ideally, all managers should be leaders Instructor: LTT Xuan 3 Distinguishing Leadership From Managership Leadership Managership Engages in day-to-day caretaker activities: Maintains and allocates resources Formulates long-term objectives for reforming the system: Plans strategy and tactics Exhibits supervisory behaviour: Acts to make others maintain standard job behaviour Administers subsystems within organizations Exhibits leading behaviour: Acts to bring about change in others congruent with long-term objectives Asks how and when to engage in standard practice Innovates for the entire organization Acts within established culture of the organization Uses transactional influence: Induces compliance in manifest behaviour using rewards, sanctions, and formal authority Asks what and why to change standard practice Creates vision and meaning for the organization Uses transformational influence: Induces change in values, attitudes, and behaviour using personal examples and expertise Relies on control strategies to get things done by subordinates Status quo supporter and stabilizer Uses empowering strategies to make followers internalize values Status quo challenger and change creator Instructor: LTT Xuan 4 1/30/20 Earlier leadership theories — Trait: characteristics of the person Ø Physical Characteristics Ø Abilities Ø Personality Traits — 07 Traits consistently associated with leadership — Drive — The desire to lead — Honesty and integrity — Self-confidence — Intelligence — Job-relevant knowledge — Extra version Instructor: LTT Xuan 5 Earlier leadership theories Trait Theories - Emotional Intelligence and Leadership • EI is the best predictor of who will emerge as a leader • IQ and technical skills are “threshold capabilities.” • They’re necessary but not sufficient requirements for leadership • Leaders need: self-awareness, selfmanagement, self-motivation, empathy, and social skills to become a star performer • These are the components of EI Instructor: LTT Xuan 6 1/30/20 Earlier leadership theories Behavioural Theories of Leadership Propose that specific behaviours differentiate leaders from nonleaders • Initiating Structure: job-oriented leadership behavior that managers engage in to ensure that work gets done, subordinates perform their jobs acceptably, and the organization is efficient and effective (e.g., task-orientation, work-orientation, productionorientation) • Consideration: employee-centered leadership behavior indicating that a manager trusts, respects, and cares about subordinates (employee needs and concerns) • Both behaviors are independent; managers can be high or low on both behaviors Leaders can be made Instructor: LTT Xuan 7 Earlier leadership theories Behavioural Theories of Leadership Instructor: LTT Xuan 8 1/30/20 Earlier leadership theories Behavioural Theories of Leadership Instructor: LTT Xuan 9 Managerial Grid Earlier leadership theories Behavioural Theories of Leadership Instructor: LTT Xuan 10 10 1/30/20 Contingency leadership theories • Stress the importance of considering the context when examining leadership • • • • Fiedler Contingency Model Hersey and Blanchard’s Situational Theory Path-Goal Theory Substitutes for Leadership Instructor: LTT Xuan 11 11 Contingency leadership theories Fiedler model • Fieldler contingency model – a leadership theory proposing that effective group performance depends on the proper match between a leader’s style and the degree to which the situation allows the leader to control and influence • Leader-member relations – the degree of confidence, trust, and respect employees had for their leader; rated as either good or poor • Task structure – the degree to which job assignments were formalized and structured; rated as either high or low • Position power – the degree of influence a leader had over activities such as hiring, firing, discipline, promotions, and salary increases; rated as either strong or weak Instructor: LTT Xuan 12 12 1/30/20 Contingency leadership theories Fiedler model Instructor: LTT Xuan 13 13 Contingency leadership theories • Directive • Informs subordinates of expectations, gives guidance, shows how to tasks • Supportive Path-Goal model • Friendly and approachable, shows concern for status, well-being and needs of subordinates • Participative • Consults with subordinates, solicits suggestions, takes suggestions into consideration • Achievement oriented • Sets challenging goals, expects subordinates to perform at highest level, continuously seeks improvement in performance, has confidence in highest motivations of employees Instructor: LTT Xuan 14 14 1/30/20 Contingency leadership theories Ca o High Participative Th a m gia Supportive Hướn g vào nhân viên Concern for people Path-Goal model Tra o đ ổ i G ia o q uye n Achievement oriented Directive Ch ỉđ a ïo Th a p Low Ca o High Th a p Low Concern productivity H ướ nfor g va ø o n h ie ä m vụ Employee development Sự trưở n g th a ø n h c uû a nhaâ n vie â n Freshman Junior Senior Instructor: LTT Xuan Expert 15 15 Contingency leadership theories Path-Goal model Instructor: LTT Xuan 16 16 1/30/20 Contingency leadership theories — Determine the outcomes subordinates want — e.g., good pay, job security, interesting work, and autonomy to one’s job, etc Path-Goal model — Reward individuals with their desired outcomes when they perform well — Be clear with expectations — Let individuals know what they need to to receive rewards (the path to the goal) — Remove barriers that prevent high performance — Express confidence that individuals have the ability to perform well Instructor: LTT Xuan 17 17 Contingency leadership theories Can you be a better follower? • All organizations have far more followers than leaders, so ineffective followers may be more of a handicap to an organization than ineffective leaders • What qualities effective followers have? • They manage themselves well • They are committed to a purpose outside themselves • They build their competence and focus their efforts for maximum impact • They are courageous, honest, and credible Instructor: LTT Xuan 18 18 1/30/20 Contemporary views of leadership Characteristics of Transactional Leaders — Contingent Reward — Contracts exchange of rewards for effort, promises rewards for good performance, recognizes accomplishments — Management by Exception (active) — Watches and searches for deviations from rules and standards, takes corrective action — Management by Exception (passive): — Intervenes only if standards are not met — Laissez-Faire Leader: — Abdicates responsibilities, avoids making decisions Instructor: LTT Xuan 19 19 Contemporary views of leadership Characteristics of Transformational Leaders • Charisma • Provides vision and sense of mission, instills pride, gains respect and trust • Inspiration • Communicates high expectations, uses symbols to focus efforts, expresses important purposes in simple ways • Intellectual Stimulation • Promotes intelligence, rationality, and careful problem-solving • Individualized Consideration • Gives personal attention, treats each employee individually, coaches, advises Instructor: LTT Xuan 20 20 10 1/30/20 Contemporary views of leadership Team Leadership Instructor: LTT Xuan 21 21 Contemporary views of leadership SelfManagement practices • Planning • I plan out my day before beginning to work • I try to schedule my work in advance • I plan my career carefully • I come to work early to plan my day • I use lists and agendas to structure my workday • I set specific job goals on a regular basis • I set daily goals for myself • I try to manage my time • Access management • I control the access subordinates have to me in order to get my work done • I use a special place at work where I can work uninterrupted • I hold my telephone calls when I need to get things done 22 Instructor: LTT Xuan 22 11 1/30/20 Contemporary views of leadership SelfManagement practices • Catch-up activities • I come in early or stay late at work to prevent distractions from interfering with my work • I take my work home with me to make sure it get done • I come in on my days off to catch up on my work • Emotions management • I have learned to manage my aggressiveness with my subordinates • My facial expression and conversational tone are important in dealing with subordinates • It is important for me to maintain a “professional” managersubordinate relationship • I try to keep my emotions under control Instructor: LTT Xuan 23 23 Contemporary views of leadership Benefits of Leading Without Authority • Latitude for creative deviance • Easier to raise questions • Issue focus • Freedom to focus on single issue, rather than many issues • Frontline information • Often closer to the people who have the information Contemporary Issues in Leadership • Is there a Moral Dimension to Leadership? • Gender: Do Males and Females Lead Differently? • Cross-Cultural Leadership Instructor: LTT Xuan 24 24 12 1/30/20 Contemporary views of leadership The Moral Foundation of Leadership • Truth telling • Telling the truth as you see it, because it allows for a mutual, fair exchange to occur • Promise keeping • Leaders need to be careful of the commitments they make, and then careful of keeping those promises • Fairness • This ensures that followers get their fair share for their contributions to the organization • Respect for the individual • Telling the truth, keeping promises, and being fair all show respect for the individual Respect means treatingInstructor: people with dignity LTT Xuan 25 25 Leadership Issues in the 21st Century - Managing power (5 types of power) Developing trust (Credibility, Trust, …) - Empowering employees Leading across cultures Instructor: LTT Xuan 26 26 13 1/30/20 Leadership Issues in the 21st Century CrossCultural Leadership Instructor: LTT Xuan 27 27 Leadership Issues in the 21st Century Becoming an effective leader – Training is more likely to be successful with individuals who are high self-monitors than those who are low self-monitors – Individuals with higher levels of motivation to lead are more receptive to leadership development opportunities Instructor: LTT Xuan 28 28 14 ... LTT Xuan 3 Distinguishing Leadership From Managership Leadership Managership Engages in day-to-day caretaker activities: Maintains and allocates resources Formulates long-term objectives for reforming... integrity — Self-confidence — Intelligence — Job-relevant knowledge — Extra version Instructor: LTT Xuan 5 Earlier leadership theories Trait Theories - Emotional Intelligence and Leadership • EI... Instructor: LTT Xuan 7 Earlier leadership theories Behavioural Theories of Leadership Instructor: LTT Xuan 8 1/30/20 Earlier leadership theories Behavioural Theories of Leadership Instructor: