Chapter 3

Leading Technical People

 Advanced Organizer

Managing Engineering and Technology

Management Functions Managing Technology Personal Technology

Leading Research Time Management

Design Ethics
Planning
Production Career
Decision Making
Quality
Organizing
Marketing
Controlling
Project Management
 Chapter Objjjkjectivesture

• Explain the difference between leaders and

managers
• Describe the nature of leadership and its
significance to an organization
• Address the application of servant
leadership in current organizations
• Recognize the different views of motivation
 Leadership & Management

Management Leadership
Function Relationship
Formal & rational methods Passion & emotion
Experienced
 Managers vs Leaders
Managers Leaders
Administer (supervise) Innovate
Ask how and when Ask what and why
Focus on systems Focus on people
Do things right Do the right things
Maintain Develop
Short term perspective Longer term perspective
Imitate Originate
Are a copy Are original
--Warren Bennis
 Nature of Leadership

Leadership is the process of getting the cooperation

of others in accomplishing a desired goal.
“mixture of persuasion, compulsion, and example
that makes men do what you want them to do.”
--Sir William Slim, commander of the British Army
 “You know what makes leadership? It is the ability
to get men to do what they don't want to do and
like it.”
--Harry Truman
 Types of Leaders

• Formal leaders are appointed branch manager or

committee chair or team captain and have the advantage
of formal authority (including the power to reward and
punish), but this only gives them the opportunity to prove
themselves effective at leadership.
• Emergent, or informal leaders evolve based on
their expertise or referent power (Referent power in leadership is
the ability of a leader to cultivate the respect and admiration of his followers in such a way that they

) as it is expressed in the process of

wish to be like him

group activity.
 Identifying Potential Leaders

• Leadership Traits (‫اص ّیت‬1‫)خ‬

• Myers-Briggs Type Indicator (MBTI)
 Leadership Traits
• Physical qualities of health, vitality (A healthy capacity
for vigorous activity), and endurance;
• Personal attributes (characteristics) of personal
magnetism, cooperativeness, enthusiasm, ability
to inspire, persuasiveness, forcefulness, and tact;
• Character attributes of integrity, humanism,
self-discipline, stability, and industry; and
• Intellectual qualities of mental capacity, ability
to teach others, and a scientific approach to
problems.
• These are 18 attributes as being desireable in a
leader
 Myers-Briggs Type Indicator
(MBTI)
Myers-Briggs Preference measures personal preferences on
four scales, each made up of two opposite preferences .
 Myers-Briggs Type Indicator (MBTI)
……

• When we talk about "extraversion" and "introversion", we are distinguishing

between the two worlds in which all of us live. There is a world inside
ourselves, and a world outside ourselves. When we are dealing with the
world outside of ourself, we are "extraverting". When we are inside our own
minds, we are "introverting".
 Myers-Briggs Type Indicator (MBTI)……
The "SN" preference refers to how we gather information. We all need
data on which to base our decisions. We gather data through our five
senses. Jung contended that there are two distinct ways of perceiving the
data that we gather. The "Sensing" preference absorbs data in a literal,
concrete fashion. The "Intuitive" preference generates abstract
possibilities from information that is gathered.
 Myers-Briggs Type Indicator (MBTI)……

When someone makes a decision that is based on logic and reason, they are
operating in Thinking mode. When someone makes a decision that is based
on their value system, or what they believe to be right, they are operating in
Feeling mode.
 Myers-Briggs Type Indicator (MBTI)……

People with the Judging preference want things to be neat, orderly and
established. The Perceiving preference wants things to be flexible and
spontaneous. Judgers want things settled, Perceivers want thing open-ended.
 Classification of Leadership Style

I. People/Task Matrix Approaches

• The Leadership Grid
• Michigan and Ohio State studies
• Hersey and Blanchard life-cycle theory
II. Situational Approaches (This refers to when
the leader or manager of an organization must adjust his style to fit the
development level of the followers he is trying to influence)

• Leadership continuum
 People/Task Matrix approaches
The Leadership Grid

(1,9) Country Club (9,9) Team Management, in

Management which individual objectives
Concern for People

Enjoyable, but are achieved in the process

not productive of achieving organizational
goals, Best
(5,5) Middle of the Road
Management

(9,1) Authority
(1,1) Impoverished Compliance Management
Management
Concern for Result
 Michigan and Ohio State
studies

Initiating Consideration (C)

Structure (IS) Low High
High H(IS)/L(C) H(IS)/H(C)
Low L(IS)/L(C) L(IS)/H(C)
 Hersey and Blanchard life-cycle
Hersey theory (or "maturity"
and Blanchard life-cycle theory)
theory (or "maturity" theory
"the most effective leadership progresses with
time through the four quadrants”

High Initiating Structure, Low Consideration

High Initiating Structure, High Consideration

Low Initiating Structure, High Consideration

Low Initiating Structure, Low Consideration
Leadership Continuum (a continuous sequence in
which adjacent elements are not perceptibly different from each other, but
the extremes are quite distinct).
 Leadership Continuum (a continuous sequence in
which adjacent elements are not perceptibly different from each other, but
the extremes are quite distinct).

"a continuum of leadership style extending from complete

retention of power by the manager to complete freedom
for subordinates"
• Autocratic ("Telling"). Manager makes decisions with
little or no involvement of non-managers.
• Diplomatic ("Selling). Manager makes decisions
without consultation but tries to persuade non-managers
to accept them.
• Consultative ("Consulting"). Manager obtains non-
managers' ideas and uses them in decision making.
• Participative ("Joining"). Manager involves non-
managers heavily in the decision (and may even delegate
it to them completely).
 Servant Leadership
(The leader should be a servant first, leading from a desire to
better serve others and not to attain more power)

The assumption is that if leaders focus on the

needs and desires of followers, followers will
reciprocate through increased teamwork,
deeper engagement, and better performance.
 True Leader

"A leader is best when people barely know

he exists. Not so good when people obey
and acclaim him. 
Worse when they despise him. 
But of a good leader who talks little, when
his work is done and his aim fulfilled, they
will say, "We did it ourselves."
-- Lao Tsu, 600 B.C.