Leadership

The Nature of Leadership

• Leadership
– Is a process which involves the use of
noncoercive influence
– Is a property—the set of characteristics
attributed to someone who is perceived to
use influence successfully
– Is influence—the ability to affect the
perceptions, beliefs, attitudes, motivation,
and/or behavior of others
 Global leadership

• Global leadership is defined as leading

people who are based in multiple
regions of the world. They need to
engage very diverse and distributed
groups of stakeholders and colleagues
to get things done.
• They lead people in highly distributed
virtual teams
 The need for leadership

• To Initiate action
• To Motivate.
• To Providing guidance
• To Build the morale
• To Build the work environment
• To coordinate
 Leadership Challenges

• Providing inspiration. As a leader, your

team is looking to you to provide
inspiration and motivation to complete
their work
• Developing others
• Leading change
• Handling different perspectives
• Dealing with imposter syndrome
• Managing a team.
Leadership Myths

Myth: Good Leadership Is All Common Sense

This myth implies a common body of practical

knowledge that any reasonable person with moderate
experience has acquired.

However, studies indicate that common sense is less

common than most people believe. If leadership were
nothing more than common sense, there should be few,
if any, problems in the workplace. Effective leadership
must be something more than just common sense.
Leadership Myths

Myth: Leaders Are Born, Not Made

The born versus made distinction for leadership

focuses on the larger question of whether nature
(genetics) or nurture (environment) is most
responsible for human development—indeed, the
more reasoned position is that both of these are
important and play a role.
Leadership Myths

Myth: The Only School You Learn Leadership from

Is the School of Hard Knocks

Actual experience is important to leadership

development, but it is not entirely distinct from
the formal study of leadership.
In fact, the formal study of leadership can equip
individuals with the tools necessary to better
assess, evaluate, and reflect on their experiences
that, in the end, will make them even better
leaders.
The Interactional Framework for Analyzing Leadership

Source: Adapted from E. P. Hollander, Leadership Dynamics: A Practical Guide to Effective Relationships (New York:
Free Press, 1978).
Distinctions between Managers and Leaders

Managers: Leaders:

• Administer
•Innovate
• Maintain
•Develop
• Control
•Inspire
• Have a short-term view
•Have a long-term view
• Ask how and when
•Ask what and why
• Imitate
•Originate
• Accept the status quo
•Challenge the status quo
 Management and Leadership

Management Leadership
– Planning and – Setting a direction
budgeting for the organization
– Organizing and – Aligning people
with that direction
staffing
– Motivating
– Controlling and people
problem solving
 Leadership Approaches
• Early Approaches to Leadership
– Trait Theory
– Behavioral Theory
– Managerial Grid
• Emergence of Situational Models
– Path goal Theory
– Situational Theory
• Contemporary Situational Theories
– Leader Member Exchange
– Charismatic Leadership
– Transformational Leadership
– Servant leadership
LEWIN ON LEADERHIP
Autocratic Style – the leader uses strong,
directive, controlling actions to enforce the
rules, regulations, activities, and
relationships; followers have little
discretionary influence

Democratic Style – the leader takes

collaborative, reciprocal, interactive actions
with followers; followers have high degree
of discretionary influence
 [Early Trait Theories]

• Distinguished leaders by

– Physical attributes
– Personality characteristics
– Abilities (speech fluency, social
skills, insight)
 MICHIGAN STUDIES

Production-Oriented Leader
• Focus – getting things done
• Uses direct, close supervision
• Many written or unwritten rules

Employee-Oriented Leader
• Focus – relationships
• Less direct, close supervision
• Fewer written or unwritten rules
• Displays concern for people and their
needs
 The Leadership Grid

• Provides a means for evaluating

leadership styles and then training
managers to move toward an ideal style
of behavior
The Leadership Grid
 The Emergence of Situational
Leadership Models

• Situational Models
– Assume that appropriate leader behavior
varies from one situation to another situation
– Seek to identify how key situational factors
interact to determine appropriate leader
behavior.
Path-Goal Theory (Evans and House)

• Path-Goal Theory
– Focuses on the situation and leader behaviors in
suggesting that leaders can readily adapt to
different situations
– Assumes that leaders affect subordinates’
performance by clarifying the behaviors (paths)
that will lead to desired rewards (goals)
– Defines types of leader path-goal behaviors:
• Directive
• Supportive
• Participative
• Achievement-oriented
The Leader-Member Exchange Model
– Suggests that leaders form unique
independent relationships with each of
their subordinates
• Each superior-subordinate pair is termed a
“vertical dyad.”
• Supervisors establish a close working
relationship with a small number of trusted
subordinates referred to as the
“in-group.”
• Subordinates who are not a part of the “in-
group” are called the “out-group”, and they
receive less of the supervisor’s time and
attention.
The Leader-Member Exchange (LMX) Model
Leadership Through the Eyes of Followers

Approaches to Leadership

Transformational Charismatic Servant

Leadership Leadership Leadership
 Charismatic Leadership

• Charisma means gift in Greek

Unconventi
Vision
onal
Behavior

Sensitivity
Personal
to
Risk
Followers
 Transformational Leaders

• Inspire followers to go beyond their self-

interests for the good of the organization
• Transformational leaders help followers to
look at the bigger picture and commit to the
good of the organization, even if it means
setting their own goals aside.
 Servant leadership

• Servant leadership is a leadership

philosophy in which the goal of the leader
is to serve.
• This is different from traditional leadership
where the leader's main focus is the thriving
of their company or organizations.
• Instead of the people working to serve the
leader, the leader exists to serve the people.
Secret ingredients for Leadership Success

• Emotional Intelligence
• Trust
• Enthusiasm
• Excellence
• Ethics
• Empowerment
• Execution
• Effectiveness
Learning Leadership
 Leading with Head and Heart

THE CHALLENGE OF EVERYDAY LEADERSHIP

• Today’s business environment is fast

― Technology means global connectivity, which means
suppliers, customers, and workers could be anywhere
― Technology means there’s speed in this connectivity
• Success comes from agility (quick response to threats,
opportunities)
• Agility is a social process
― The best managers achieve agility via influence that gets
people working together effectively (leadership)
Leading with Head and Heart
 Leading with Head and Heart

• MANAGERS • LEADERS •
• Leaders rely on persuasion
― Managers rely on authority for implementation. (You’re
for implementation. better of if you do go
― Coercion (When you have along!)
to do what the boss says!) ―Transformational(Achiev
ing the goal is the reward)
― Transactional (Reward in
exchange for achieving the
goal)
• Leaders get followers to
want to do what the leader
needs them to do. (Dwight
Eisenhower)
 Being A Leader: Two Tasks

1. Make Decisions 2. Implement

― Where to go ― Decisions Where to Go
How to get there

• ― Take advantage of ― Set the Direction: vision

opportunities (target)
• ― Mitigate threats (In
pursuit of the vision!)
 Leading with Head and Heart
Inclusiveness
• Getting others involved in a leader’s decision
making
― Participative: opening up channels of
communication
• Offers two kinds of benefits
― Information benefits (the head)
― Motivation benefits (the heart)
• Doesn’t need to be everyone
― Can instead be representative
― A subset of everyone
― Chosen to ‘represent’ everyone
 Leading with Head and Heart

Inclusiveness: Decision-making Benefits

• Managers often overestimate their ability to

make high-quality decisions without the input
of others
• Or perhaps they fear it is their job to make
decisions without help ― To ask others for
assistance (information!) feels like a sign of
weakness?