1. Construction Leadership
The Basics – Part 5
Leadership Styles

2. Important notes:
Student presentations are Monday Feb 9th and Wednesday Feb 11th .
No Class on Feb 16th… President’s Holiday
Test 1 is for CVE 4074 is Feb 18th… study guide handout in class on Feb 9 & 11. All (A&B groups) attend test session in this room.
Ralph V. Locurcio, P.E.

3. My Style Locurcio’s Top-10
Listen carefully… often… and accept advice
Big picture… vision… then empower subordinates
Do not micromanage… but monitor progress
Watch critical factors for success… 80/20 rule
Be friendly… a magnet… but not first name
Be professional… and expect excellence
Make people feel important & appreciated… be fair
Reward success and risk… take care of your people
Be enthusiastic… make work fun!!
Theory Y… laissez faire… but always get the job done!
Ralph V. Locurcio, P.E.

4. What’s your leadership style?
At periods 7&8 volunteer students will give a short (3-5 min) presentation of their leadership style:
How do you get people to accomplish your goals
when you are in charge?
What are the key elements of your leadership style?
Consider your personality, workers, and other factors we have talked about.
Talk about your personal experiences; your best or worst leadership experience
Ralph V. Locurcio, P.E.

5. Delivery Techniques Step up and speak with confidence & authority
Establish contact with audience before speaking
Maintain eye contact with your audience
Sound extemporaneous… not reading or memorized
Use only one 3x5 card for notes
Avoid annoying pauses: ah, eh, so, well, etc.
Separate ideas… don’t run them together
Have good posture, don’t lean or cross legs
No distractions like coins, pencils, cell phones
Speak loudly & clearly
Dress appropriately
Ralph V. Locurcio, P.E.

6. Still need 5 volunteers for student presentation
Ralph V. Locurcio, P.E.

7. Leader’s Communication Goals
Deliver a clear picture of the task
Deliver or develop a clear plan of action
Make people feel important
Show you value employees & their ability
Be a good listener, consider other’s views
Be sympathetic to ideas & needs
Be sincere & fair with everyone
Give plenty of praise & encouragement
Establish balance & maintain relationships
Ralph V. Locurcio, P.E.

8. Leadership Styles McGregor’s Theory X & Y
Blake & Mouton’s Managerial Grid
Blanchard & Hershey’s
Situational leadership
Ralph V. Locurcio, P.E.

9. Motivation & Leadership Theories
Edgar Shein – Four Concepts
Elton Mayo – Social School
Abraham Maslow – Hierarchy of Needs
Chris Argyris – Human Nature
Douglas McGregor – Theory X & Y
Blanchard – Situational Leadership
Ralph V. Locurcio, P.E.

10. Human Relations Management
Replaces industrial top down methods
Considers work conditions and worker relationships
Productivity related to worker satisfaction
Ralph V. Locurcio, P.E.

11. Edgar Shein’s Four Concepts*
Man is motivated by economic incentives.
Managers control incentives & employees.
“Irrational” worker feelings interfere with “rational” work and incentives.
Organizations should be designed
to neutralize “irrational” behavior.
*“Organizational Psychology”
Ralph V. Locurcio, P.E.

12. Elton Mayo – Social School
Man is a social being who seeks identity through relationships.
If work becomes meaningless man relies on social contact for identity.
Man is more responsive to peer relations than management.
Man will respond if management meets his social needs.
*Human Problems of an Industrial Civilization
Ralph V. Locurcio, P.E.

13. Abraham Maslow – Man & Needs
Man is motivated by a hierarchy of needs.
The most basic needs govern motivation.
Once a need is satisfied it is no longer a motivator.
Needs & motivation vary with situation & role: home, work, social
Ralph V. Locurcio, P.E.

14. Chris Argyris* – Affirms Maslow
Maslow’s hierarchy is correct.
Man is primarily self-motivated.
Man seeks responsibility and mature work relationships.
Self-actualization and peak performance are possible.
* Personality & Organization
Ralph V. Locurcio, P.E.

15. Styles of Leadership McGregor – Theory X & Y
Blake & Mouton – Managerial Grid
Blanchard – Situational Leadership
Ralph V. Locurcio, P.E.

16. McGregor* – Theory of Leadership
Two basic styles of leadership
Theory X – autocratic style
Theory Y – laissez faire style
* The Human Side of Enterprise
Ralph V. Locurcio, P.E.

17. McGregor* – Theory X Leaders
The “autocratic” or “industrial” style
Leader assumes:
Humans dislike work & will avoid work
People must be directed & controlled
The average person has little ambition
Safety is the primary human driver
People must be coerced to achieve goals.
* The Human Side of Enterprise
Ralph V. Locurcio, P.E.

18. McGregor* – Theory Y Leaders
Called the “permissive” style
Leader assumes:
Work is as natural as play
People work if committed to the goal
Commitment is related to rewards
People can learn to take responsibility
Workers have high capacity for innovation
Current (industrial) organizations stifle intellectual capacity
* The Human Side of Enterprise
Ralph V. Locurcio, P.E.

19. Frederick Herzberg
Herzberg developed a list of factors related to the basic things that people want from work .
He divided these factors into “Motivators” and “Hygiene” needs.
He said, you cannot use Motivators until all the Hygiene factors are met.
Ralph V. Locurcio, P.E.

20. Hygiene Factors* Working conditions Administrative practices
Salary and Benefits
Supervision
Status
Job security
Fellow workers
Personal life
*Hygiene factors must be present in the job before
motivators can be used to stimulate that person.
Ralph V. Locurcio, P.E.

21. Motivators or Satisfiers*
Recognition
Achievement
Advancement
Growth
Responsibility
Job challenge
*Herzberg coined the term "job enrichment" to describe the process of redesigning work in order to build in Motivators.
Ralph V. Locurcio, P.E.

22. Motivation Exercise Results
- Interesting jobs
- Good salary
– Achievement/advancement
- Job security
- Good working conditions
- Good relations with boss
- Job status, a title
- Recognition for your work
- Support for personal life
- Constructive criticism M H
Hygiene
Factors
Motivators
Ralph V. Locurcio, P.E.

23. Putting it all together w/Mazlow
1-Basic Physiological
2-Physical & Emotional Safety
3-Belonging & Love
4-Esteem &
Respect
5-Self
5-Self
4-Esteem
Ralph V. Locurcio, P.E.

24. Add McGregor’s Theory X & Y…
1-Basic Physiological
2-Physical & Emotional Safety
3-Belonging & Love
4-Esteem &
Respect
5-Self
Theory Y
5-Self
4-Esteem
Theory X
Ralph V. Locurcio, P.E.

25. Add Herzberg’s Factors…
1-Basic Physiological
2-Physical & Emotional Safety
3-Belonging & Love
4-Esteem &
Respect
5-Self
Motivators
Theory Y
5-Self
4-Esteem
Hygiene Factors
Theory X
Ralph V. Locurcio, P.E.

26. Locurcio’s 60% of Potential…
1-Basic Physiological
2-Physical & Emotional Safety
3-Belonging & Love
4-Esteem &
Respect
5-Self
Motivators
Theory Y
5-Self
4-Esteem
60%
Hygiene Factors
Theory X
Ralph V. Locurcio, P.E.

27. It’s all related! 60% Motivators Theory Y 5-Self 5-Self 4-Esteem &
11 - Interesting jobs
6 - Achievement
6 - Advancement
3 – Working conditions
2 - Relations with boss
2 - Recognition
2 - Personal life
2 - Job security
1 - Job status
0 - Criticism
1-Basic Physiological
2-Physical & Emotional Safety
3-Belonging & Love
4-Esteem &
Respect
5-Self
Motivators
Theory Y
5-Self
4-Esteem
60%
Hygiene Factors
Theory X
Ralph V. Locurcio, P.E.

28. Robert Blake & Jane Mouton
Their study of managerial behavior concluded that:
Authoritarian (X) and democratic (Y) styles are different dimensions of leadership behavior
Managerial behaviour can be explained in terms of concern for task vs. concern for people
Different styles could be depicted in the form of a managerial grid
Ralph V. Locurcio, P.E.

29. Robert Blake & Jane Mouton
Used these as the axes for their grid:
Concern for production (e.g. task behaviour)
employee productivity
number of products sold
number of items processed in a given time
Concern for people (e.g. human factors)
personal commitment
job satisfaction
equitable working
From two dimensions, five leadership styles are identifiable
Ralph V. Locurcio, P.E.

30. Managerial Grid
Concern for people
Ralph V. Locurcio, P.E.

31. Concern for people… Impoverished management (1:1 style)
Exertion of minimum effort to get required work done as appropriate to sustain organization membership.
Country club management (1:9 style)
Thoughtful attention to needs of people for satisfying relationships leads to comfortable, friendly atmosphere and work tempo.
Pure Y
Ralph V. Locurcio, P.E.

32. Concern for production…
Authority & obedience (9:1 style)
Efficiency in operating results from arranging
conditions of work in such a way that human
elements interfere to a minimum degree
Organization man (5:5 style)
Adequate organizational performance is
possible through balancing the necessity to
get work done with maintaining the morale of
people at a satisfactory level. .
Pure X
Ralph V. Locurcio, P.E.

33. The ideal… Team management (9:9 style)
Work accomplished by committed people;
Workers are interdependent
Workers have a common stake in organization
Workers have a common stake in task or purpose
Leads to relationships of trust & respect.
Ralph V. Locurcio, P.E.

34. Managerial Grid
Concern for people
Ralph V. Locurcio, P.E.

35. * Kenneth Blanchard & Paul Hershey Follower’s capabilities
Situational Leadership Model*…
* Kenneth Blanchard & Paul Hershey Hi
Relationship
Participating
Selling
Delegating
Telling
Low
Relationship
Low
Task Hi
Task
Able
willing, secure
Able but
insecure
Willing but
unable
Unable, unwilling
insecure
Follower’s capabilities
Ralph V. Locurcio, P.E.

36. The Basic Concept…
Leadership style is based on task vs. relationship behavior.
Four basic leadership styles emerge: telling, selling, participating, delegating.
The correct leadership style depends on the situation.
Ralph V. Locurcio, P.E.

37. * Paul Hershey & Kenneth Blanchard
Leadership Styles… Hi
Relationship
Participating
Selling
Low
Relationship
Delegating
Telling
Low
Task Hi
Task
* Paul Hershey & Kenneth Blanchard
Ralph V. Locurcio, P.E.

38. Consider Follower Readiness…
As the level of maturity or skill of the follower increases, the leader should begin to reduce task behavior and increase relationship behavior.
Ralph V. Locurcio, P.E.

39. Four Modes of Maturity…
Unable, insecure
Unable, but confident
Able, but insecure to go it alone
Able, willing, secure & confident
Ralph V. Locurcio, P.E.

40. Choosing the Correct Style…Hi
Relationship
Participating
Selling
Delegating
Telling
Low
Relationship
Low
Task Hi
Task
Able
and secure
Able but
insecure
Unable
but confident
Unable,
insecure
Follower’s capabilities
Ralph V. Locurcio, P.E.

41. Presentations
Ralph V. Locurcio, P.E.

42. Closing thoughts… Monday + Wednesday – Presentations
Study Guide for Test 1
February 18 Test 1 – The Basics
Leadership Styles Paper – Feb 23 & 25
Pick up your HW #1 papers
Leadership Part II - Organizations
Organizational Dynamics
Directives
Decision making
Change management
Book reports begin
Ralph V. Locurcio, P.E.

43. That’s it… this party’s over!
Ralph V. Locurcio, P.E.

44. Your Results vs. Herzberg
Job challenge
Advancement
Achievement
Growth
Responsibility
Recognition
Working conditions
Administrative practices
Salary and Benefits
Supervision
Status
Job security
Fellow workers
Personal life
15 - Interesting jobs
13 - Good salary/advancement
5 - Achievement
5 - Support for personal life
2 - Job security
1 - Job status
0 - Constructive criticism
0 - Good relations with boss
7 – Good working conditions
3 - Recognition
Ralph V. Locurcio, P.E.

45. The road to great leadership
Inspire a shared vision – Next, share your vision in words that can be understood and remembered by your followers.
Challenge the process - First, find a process that you believe needs to be improved the most.
Model the way - When the process gets tough, get your hands dirty. A boss tells others what to do...a leader shows it can be done.
Enable others to act - Give them the tools and methods to solve the problem.
Encourage the heart - Share the glory with your followers' heart, keep the pains in your heart.
Ralph V. Locurcio, P.E.

46. Maslow, McGregor & Herzberg
Herzberg's theory is a micro version of Maslow's theory (concentrated in the work place).
McGregor's Theory X is based on workers caught in the lower levels (1 to 3) of Maslow's theory while his Theory Y is for workers who have gone above level 3.
McGregor's Theory X is based on workers caught in Herzberg's Hygiene or Dissatisfies, while Theory Y is based on motivating factors.
Ralph V. Locurcio, P.E.