1. Leadership
© 2010 Randall B. Dunham

2. Issues Understand common leadership models
Understand the selection and training implications of each model
Understand your personal leadership style and its implications
Develop a model for organizational leadership effectiveness
Understand and learn how to manage neutralizers and substitutes for leadership
Case: The Unique Bicycle Company (UBC)

3. Leadership
An interpersonal process in which influence is exercised in a social system for the achievement of organizational goals by others

4. Leaders Influence Followers
To achieve organizational and personal goals
To become engaged in the organization & to develop commitment to the organization
To be satisfied with the leadership process
Other?

5. Content Analysis: Criteria Used to Evaluate Leaders
Interpersonal
Structuring
Frequent personal contact
Motivator
Communicator
Interpersonal power
Nurturing
Supportive
Charisma
Change Related
Promoter of change
Willingness to change
Think outside the box
Innovativeness
Willingness to take risk
Cont.

6. Content Analysis: Criteria Used to Evaluate Leaders(cont.)
Personal
Reality based
Forward looking
Ethical
Socially responsible
Goal oriented
Willing to admit mistakes
Integrity
Courage
Self-confidence
No fear
Patient
Adaptable
Ability to cope with pressure
Proactive
Decisive
Manages escalation of commitment
Trusts others
Delivers on commitments
Cont.

7. Content Analysis: Criteria Used to Evaluate Leaders(cont.)
Strategy
Vision setting
Identifies threats & opportunities
Operational plans to serve strategic objectives
Long-term perspective
Ability to execute
Willing to adjust
Does research
Other
Sets standards
Manages culture
Manages self & company image
Customer focus
Turnaround ability
Emotional & intellectual involvement
Cares about organization

8. ? ? For Discussion Good leaders are born
Anyone can become a good leader ?
One “best kind” of leader
Match leader to situation ?

9. Organizing Perspective
Theoretical Approach
Universal
Contingent
Situation-Contingent Traits
Universal Traits
Traits
Focal Construct
Situation-Contingent Behaviors
Universal Behaviors
Behaviors

10. Universal Leadership Traits Model
Assumption: It is possible to identify the person who has “the right stuff” to be a good leader in any situation
Some Purported Traits
Physical characteristics
Social background
Intellectual ability
Personality
Some Promising Traits
Energy level
Self-confidence
Need for achievement
Need for power

11. Universal Leadership Behaviors Model
Assumption: It is possible to identify the behaviors required to be a good leader in any situation
The degree to which a leader clarifies and defines roles for followers
Initiating Structure
Consideration Behavior
The degree to which a leader attends to the welfare, comfort, needs, and satisfaction of followers

12. A Contemporary Leadership Trait Model
Transactional
Leaders
Transformational
Leaders
Focus on development of trust, confidence, admiration, loyalty, and commitment. This is a charismatic leader.
Focus on self-interest through exchange with the organization (the Path-Goal Model is an example)

13. Traits of Transformational Leaders
High self-confidence
Articulate a vision
Assume personal risk to pursue vision
Use unconventional strategies
Perceive self as change agent

14. Transformational Leader Traits: An Example
High self-confidence
Articulates a vision
Assume personal risk to pursue vision
Use unconventional strategies
Perceive self as change agent
Question: Under what conditions is a transformational leader appropriate?

15. Situation-Contingent Leadership Behavior Model
Assumption: Possible to create a match between the situation and the behaviors of the leader
Logic
Help followers perform effectively by providing direction
Make rewards (thus, satisfaction) contingent on performance
Be perceived as instrumental in obtaining satisfaction
Example
Evans & House
Path-Goal Model

16. Key Leader Behaviors Directive (initiating structure)
Supportive (consideration)
Achievement-oriented (creating and defining challenges and opportunities to succeed)
Participative (involving followers in problem-solving and decision-making)

17. Research Results: Impact of Initiating Structure
On satisfaction and other attitudes?
Sometimes positive. When?
Sometimes negative. When?
Performance?
Sometimes no effect. When?

18. Research Results: Impact of Consideration
On satisfaction and other attitudes?
Usually positive. Why?
Performance?
Sometimes positive. When?
Sometimes no effect. When?

19. Research Results: Achievement-Oriented Behavior
On satisfaction and other attitudes?
Usually positive. Why?
Sometimes negative. When?
On Performance?
Sometimes positive. When?
Sometimes no effect. When?

20. Research Results: Participative-Oriented Behavior
On satisfaction and other attitudes?
Usually positive. Why?
Sometimes negative. When?
On Performance?
Sometimes positive. When?

21. Situational Characteristics
Followers
Authoritarianism
Locus of control
Task-related ability
Need for achievement
Environmental
Nature of task (structuring? rewarding?)
Formal authority (does leader have authority?)
Primary work group (structuring? rewarding?)

22. Good Matches SITUATION BEHAVIOR Directive Supportive
People with external locus of control, low task ability or working on ambiguous tasks
People working on stressful, frustrating, or dissatisfying tasks
People with need for achievement working on ambiguous, nonrepetitive tasks
People with internal locus of control or ego-involved in ambiguous tasks
Other good matches?
Directive
Supportive
Achievement-oriented
Participative

23. Self-Assessment Results: Leadership
Consideration Behavior
Initiating Structure

24. Selection & Training Implications
Theoretical Approach
Universal
Contingent
Situation-Contingent Traits
Universal Traits
Traits
Focal Construct
Situation-Contingent Behaviors
Universal Behaviors
Behaviors

25. Leadership Trait Model
Selection & Training Implication
Leadership Trait Model
Assess critical situation characteristics
Assess traits of leaders
Place leaders into situations where traits will be effective OR
(Re)Engineer situation so current leaders’ traits become effective

26. Situation-Contingent Behavior Model
Selection & Training Implication
Situation-Contingent Behavior Model
Assess characteristics of followers (e.g., personality)
Assess characteristics of the environment (e.g., task structure, authority, group factors)
Appoint leaders who behave appropriately for situation OR
Teach leaders how to behave for situation OR
Change situation to match behavior of leader

27. Potential Neutralizers of & Substitutes for Leadership
Factors that reduce the ability of leaders to exert influence
Factors that reduce the necessity for leadership
Leader

28. Potential Neutralizers
Indifference toward (or unavailability of) organizational rewards
Low leader position power
Environmental inflexibility (e.g., rigid rules & procedures)
Limited interaction of leaders & followers
Others inside or outside the organization exert more influence
Other?
Leader

29. Dealing With Potential Neutralizers
How do we identify potential neutralizers?
How do we prevent neutralization from occurring?
How do we deal with neutralizing effects as they occur?
Leader

30. Potential Substitutes
Follower ability, training, and experience
Professional orientation of followers
Task structure (routine, unambiguous)
Feedback from the task itself
Intrinsically satisfying tasks
Work group cohesiveness
Formalization (e.g., plans, goals, responsibilities)

31. Managing Substitutes What factors create a need for substitutes?
How do we create, introduce, and manage substitutes?
What are the major barriers to the effective use of substitutes?

32. Effective Leaders Influence Followers
A REMINDER
To achieve organizational and personal goals
To become engaged in the organization & develop commitment to the organization
To be satisfied with the leadership process
Other?

33. Leadership & Power: Comments on Power
“Power is America’s last dirty word. It is easier to talk about money—and much easier to talk about sex—than it is to talk about power.” Kantor
“…those who love laws and sausages should not watch either being made…. We honor leaders for what they achieve, but we often prefer to close our eyes to the way they achieve it.” Pfeffer
“…the qualities required for leadership are not necessarily those that we would want our children to emulate—unless we wanted them to be leaders.” Pfeffer

34. Leadership & the Role of Interpersonal Power
Definition: The ability to influence others and maintain control over your own fate
Question: When is power an important component of leadership? Why?
Question: How can the power of followers work for/against a leader?

35. Bases of Power
Referent
Coercive
Reward
Expert
Legitimate
Resource

36. Legitimate Power
Exists when one person believes that another person has the right to influence him or her (authority)

37. Reward Power
Exists when one person believes another person can and is willing to provide or withhold rewards

38. Coercive Power
Exists when one person believes another person can and is willing to provide or withhold punishment

39. Referent (Charismatic) Power
Exists when one person finds another attractive and wants to be associated with or affiliated with that person

40. Expert Power
Exists when one person believes another person has desired expertise and is willing to share or withhold it

41. Resource Power
Exists when one person believes that another person has desired (nonexpert) resources and is willing to share or withhold them

42. Principles of Power Power is perception based Power is relative
Power bases must be coordinated
Power is a double-edged sword (used and abused)

43. Organizational Power Management
Empower to punish others
Select charismatic individual
Empower to reward others
Select & train for desired expertise
Provide resources to manage
Assign to position of authority

44. Personal Power Management
Use & make authority known
Be a nice person
Acquire and make expertise known
Show ability to provide or with-hold rewards
Acquire and make resources known
Show ability to provide or with-hold punishment

45. Issues Understand common leadership models
Understand the selection and training implications of each model
Understand your personal leadership style and its implications
Develop a model for organizational leadership effectiveness
Understand and learn how to manage neutralizers and substitutes for leadership
Case: The Unique Bicycle Company (UBC)

46. Leadership
© 2010 Randall B. Dunham