Leadership and Leadership Styles

Leadership
 What is leadership?
Leading people
Influencing people

Commanding people

Guiding people
 Managers vs. Leaders
Managers Leaders
 Focus on things  Focus on people
 Do things right  Do the right things
 Plan  Inspire
 Organize  Influence
 Direct  Motivate
 Control  Build
 Follows the rules  Shape entities
Common Activities
 Planning
 Organizing
 Directing
 Controlling
 Leadership Styles
 Delegating  Selling
 Low relationship/  High task/high
low task relationship
 Responsibility  Explain decisions

 Willing employees  Willing but unable

 Participating  Telling
 High relationship/  High Task/Low
low task relationship
 Facilitate decisions  Provide instruction

 Able but unwilling  Closely supervise

Leadership - what is it?
“influencing people so that they will strive
willingly towards the achievement of
group goals” 1
 Defining Leadership
 No universal definition
 Leadership is complex and thus hard to
define
 Many different definitions

8
 Key Elements of Leadership

Influence

Leaders– Leadership Organizational

Followers Objectives

Change People

9
 Functions Performed by Managers
All managers perform four major functions:

 Planning
 Organizing
 Leading
 Thus, leadership is a part of every manager’s
job
 Controlling

10
 Are All Leaders Managers?
 Manager = formal title and authority
 Leader = person (manager or
nonmanager) with influence
 Follower = person influenced by a leader

11
 Effective Leaders
 Know when to lead and when to follow
 Influence followers to support organizational
interests
 Provide direction
 Set challenging objectives and lead the
charge to achieve them
 Influence change for continual improvement
 Enjoy working with people

12
 Effective Leaders
 Know when to lead and when to follow
 Influence followers to support organizational
interests
 Provide direction
 Set challenging objectives and lead the
charge to achieve them
 Influence change for continual improvement
 Enjoy working with people

13
Analysis of leadership
effectiveness
1. Define and measure some criteria of
organizational effectiveness
2. Assess leadership style of organization’s
leaders
3. Attempt to correlate organizational
performance with leadership styles
How important is a leader?
 In most cases, people will perform at
about 60% of their potential with no
leadership at all
 Thus, an additional 40% can be realized if
effective leadership is available
 capability
utilization

Contribution due to leadership

ability of manager 40%

Default contribution due to

need for a job, peer pressure, etc. 60%
The 2 dimensions of management
1. Economic or productivity-based
 “concern for production”
2. Employee condition and morale
 “concern for people”
The 2 dimensions of management
These can also be thought of as:
1. Initiating structure (get it done)
2. Consideration (human condition)
Styles of leadership

X X

Consideration X

X X

Initiating structure
Styles of leadership
9

Benevolent Team
Leader Leader


(Y) (Z)

concern for
people

Laissez-faire Autocratic
Leader Leader
(L) (X)

1
concern for production  9
Which style of leadership works best?
 Team Leader (Z) has proven to be the
most effective in general (9,9)
 Requires a “balancing act” of getting
things done and having a genuine
concern for people
 Certain special situations may require
other styles (i.e. making the atom bomb)
Theory “L”: Laissez-faire leader

 Uninvolved - “leave them alone”

 Sees main role as passer of information
 Lets others make decisions
 Basically abdicates responsibility for team
or unit
Theory “X”: Autocratic leader

 Lacks flexibility
 Controlling and demanding
 “carrot and stick” approach
 Focused solely on productivity
Theory “Y”: Benevolent leader

 Very people oriented; encouraging

 Organizes around people
 Can be paternalistic
 “country club” atmosphere: non-
competitive
Theory “Z”: Team leader

 Balances production and people issues

 Builds a working team of employees
 Team approach: involves subordinates
 Organization is a vehicle for carrying out
plans
Results of leadership styles
1. Theory L: “missing management”
 Very low productivity
2. Theory X: “my way or the highway”
 Job stress; low satisfaction; unions form
3. Theory Y: “country club”
 Low achievement; good people leave
4. Theory Z: “good manager”
 High productivity, cooperation, low turnover,
employee commitment
 New Leaders Take Note
 General Advice  Challenges
 Take advantage  Need knowledge
of the transition quickly
period  Establish new
 Get advice and relationships
counsel  Expectations
 Show empathy to  Personal
predecessor equilibrium
 Learn leadership
Origins of leadership
Are leaders born or made?

 BOTH. Evidence that both inherent

personality and environment are factors

What kind of leader would you be?

 New Leader Traps
 Not learning  Captured by
quickly wrong people
 Isolation  Successor
 Know-it-all syndrome
 Keeping existing
team
 Taking on too
much
Summary
 Learn to identify style of your manager
 If possible, seek a Theory Z environment
 More common in recent years
 Get management training
 Inherent leadership styles can be
changed, but takes effort