Week 8

MGF5962 Contemporary management principles and practices

 Topics

Leadership Leadership Power and Dark side of

basics Styles influence leadership

Diversity and Trust, ethics

leadership and CSR
A. Leadership basics
 Leadership
Leadership: A basics
contingency factor of
manager’s success
Attain goals
(higher performance,
Motivation and equity, innovation,
job satisfaction commitment, trust,
sustainability, etc.)
Influence and
enable the
The capability group
of the manager
Emotional Leadership: A social skill
Intelligence

Social skills
Self awareness Handling emotion Empathy
(displayed emotion) (conflict
(know thyself) (conflict awareness)
management)
 Leadership
basics
Motivate through 5 powers, empowerment,
satisfaction

Teamwork:
Trust, collaboration, commitment, equity,
21st century capability
diversity-sensitivity, communication
1. Highlights interpersonal and
conceptual skills
2. A management function
3. Combines managerial roles
MBO, MBE, critical thinking, innovation, creativity

Ethics, diversity, social responsibility, sustainability

 B. Leadership:
theoretical framework
 Leadership
Traditional perspective Styles
❑Trait approach (leaders are born)
❑Behavioural approach (task versus relationship)
• University of Iowa studies
❑ Autocratic style
❑ Democratic style
❑ Laissez-faire style
• Ohio State studies
• University of Michigan studies
• Managerial Grid
❑Contingency approach (situation determines leadership style)
• Fiedler’s contingency theory Contemporary perspective
❖ Task-oriented style
❖ Relationship-oriented style • Transactional
• Hersey Situational leadership theory
➢ Directing style
• Transformational
➢ Coaching style • Level 5
➢ Supporting/participating style
➢ Monitoring/delegating style
• Servant
• Path-goal theory • Authentic
✓ Directive style
✓ Participative style
✓ Supportive style
✓ Achievement-oriented style
Trait approach of leadership
Emotional Maturity
Knowing and managing the self,
knowing and managing others
Self-confidence
Drive
Sets high goals for self and others,
Achievement, ambition, energy, optimistic about overcoming obstacles
tenacity, initiative

Honesty and
Desire to lead
Integrity
Desire to influence others,
Trustworthy, open
comfortable using power

Intelligence Extraversion
Gather, synthesize, and interpret Energetic, lively, sociable
to solve problems and make
decision
 Leadership
Behavioural approach of leadership Styles

Managerial Grid Model (Blake & Mouton, 1964)

 Fiedler’s (1967) contingency model: Leadership
Matching leadership style and situation Styles

Task-oriented style:
effective when the situation is:
▪ either highly favourable
▪ or highly unfavourable
Relationship-oriented style
effective when the situation is:
▪ moderate
(people often need to be convinced)
 Leadership
Path-goal model of leadership Styles

It is the leader’s job to:

▪ assist followers in attaining their goals
▪ provide them the necessary direction/support
▪ Align group goals with organization objectives
 Leadership
Hersey and Blanchard’s Situational Leadership Model Styles 12

Situational Leadership Theory (SLT)

A contingency theory that focuses on followers’ readiness

Unable & Unable & Able & Able &

Unwilling Willing Unwilling Willing
Follower readiness: ability and willingness

Leader response: support and supervision

Supporting/ Monitoring/
Directing (High directive; low Coaching (High directive;
Participating (Low directive; Delegating (Low directive; low
supportive) high supportive)
high supportive) supportive)
 Leadership
Contemporary Perspective Styles
 Leadership
Level 5 Leadership Styles
• builds excellence through dedication and
Executive humility (i.e. being unpretentious and
modest rather than arrogant and prideful).
• stimulates high standards; champions
Leader dedication to vision

• manages team members and assets to

Manager reach set objectives
• contributes individually; works well in
Team member a group

• contributes talent, skills and

Individual knowledge
Servant leadership
‘Employee first’
culture
Empowerment (Prioritising needs
(Growth and well- and interests of
being of the followers)
employees)

EI level 4
(Being selfless)

Employee performance = organisational performance

‘Employees are the king’ / ‘Your wish is my command’
 Leadership
Styles
Authentic leadership

Authentic leader:

Walks the talk of higher-order ethical values and promises

Leads by examples of equity, trust, openness,

Nurtures a long-term relationship

C. Leader’s Power
Dynamics
 SOURCES/TYPES OF LEADER POWER
(French & Raven, 1959)

Legitimate: Formal authority to POLC

Reward: Ability to positively reinforce

Coercive: Ability to punish

Expert: superior knowledge, expertise, and skills

Referent: other people’s degree of identification with the

leader (because of the above powers)
Power and
influence
 Dark side of
Destructive leaders leadership
Charisma
Personalised power
Narcissism
Negative life themes
Ideology of hate

Susceptible followers Toxic

Conformers
Unmet needs triangle Conducive environment
Low core self-evaluations Instability
Low maturity Perceived threat
Colluders Cultural values
Ambition Lack of checks and balances and
ineffective institutions
Similar world view
Bad values
(Source: Padilla et al, 2007)
 Equity Is leadership a ‘masculine’ type of influence? A question of equity?

Gender Glass-ceiling and gender pay gap: Isn’t it a leadership crisis?

• Work hours (workload), entitlements, empowerment, work type, pay gap, etc.
• Women may be working fewer hours than men counterpart
• Should it justify lower average pay as compared to men? https://www.youtube.com/watch?v=-pdnkbs4l_g
• Should it justify fewer top management position opportunities for them? https://www.youtube.com/watch?v=bCkeziEB

Empowerment Social justice: what is the outlook on diverse empowerment?

• Is the boss a male or female? A majority representative? What’s their social justice outlook on this? How does it matter?

Diversity and
leadership
Trust, ethics and CSR

The most appropriate leadership styles are often contextually-dependent…

• Organisational culture (e.g., spirituality (values and principles), inclusiveness, ethics)
• Organisational structure (e.g., human resource policies and their practices, level of worker discretion)
• Pattern of organisational controls (e.g., MBE, MBO, TQM, etc.)

Trust in leaders
• Belief in the integrity, character, consistency, loyalty, openness, and competence
• The degree to which followers perceive someone as honest, competent and able to inspire

Ethical leadership
• Moral virtue, serving others, being honest
• Reinforcing ethics through promoting equal opportunity (reward, diversity, communication, motivation, etc.)

CSR
• TBL and sustainability are leadership espoused values and outcomes
Ancona, Deborah, Elaine Backman, and Kate Isaacs. 2019. “Nimble Leadership: Walking the Line Between Creativity and Chaos.” Harvard business review 97(4): 74–83.
Blake, R. R., & Mouton, J. S. (1978). The new managerial grid : strategic new insights into a proven system for increasing organization productivity and individual effectiveness,
plus a revealing examination of how your managerial style can affect your mental and physical health. Gulf Pub. Co., Book Division.
Finkelstein. (2018). The best leaders are great teachers: they personalize instruction to help their employees soar. Harvard Business Review, 96(1), 142–145.
French, J. R., and Raven, B. (1959). The bases of social power. Studies in social power, D.Cartwright, ed., Research Center for Group Dynamics, Univ. of Michigan, Ann Arbor.
Frei, & Morriss, A. (2020). Begin with trust: The first step to becoming a genuinely empowering leader. Harvard Business Review, 98(3), 112–121.
http://search.ebscohost.com/login.aspx?direct=true&AuthType=shib&db=bth&AN=142838334&site=ehost-live&scope=site&custid=s8849760
Laura Empson. (2019). How to Lead Your Fellow Rainmakers. Harvard Business Review, 97(2), 114–123.
Padilla, Art, Hogan, Robert, & Kaiser, Robert B. (2007). The toxic triangle: Destructive leaders, susceptible followers, and conducive environments. The Leadership
Quarterly, 18(3), 176–194. https://doi.org/10.1016/j.leaqua.2007.03.001
Suzanne J Peterson, Robin Abramson, & RK Stutman. (2020). How to Develop Your Leadership Style. Harvard Business Review, 98(6), 68–77.