Understanding Behavior, Human Relations, and Performance Leading and Trust 7

A bold Agenda – Leadership Style RICE: ”I'm going to look and the president is going to look, to this department to lead that effort, and not just to implement policy, but we're going to need ideas, intellectual capital. I need your ideas. My door will be open. Please, understand that this is a time when history is calling us, and I just look forward to working with each and every one of you toward that end. The president has laid out a bold agenda, and he expects a lot of us. I want you to know, too, that I'm going to be committed to you, the men and women of the Foreign Service, the civil service, and our Foreign Service nationals abroad, and you in turn will be committed, and we in turn will be committed to carrying out that bold agenda.” Condoleezza Rice New Secretary of State

What is Leadership Like? You will not always be liked. You will not always be included. All employees need to be treated fairly, regardless of your feelings. You must walk a tight rope when it comes to being impartial. Sometimes, regardless of what you do, you will make enemies. Sometimes, you’ll feel like quitting or just walking out… Sometimes, it will take everything in you to stay professional. You must always check yourself and stay in the Adult ego state. It is by far the most satisfying thing in the world to work with a great team!

Leadership Traits Leadership trait theory: assumes that there are distinctive physical and psychological characteristics accounting for leadership effectiveness. Ghiselli’s six significant leadership traits: Supervisory ability (Getting the job done through others). Need for occupational achievement (Seeking responsibility). Intelligence (Good judgment, reasoning, thinking capacity). Decisiveness (Solve problems and make decision). Self-assurance (Copes with problems, self-confidence). Initiative (Self-starting).

Behavioral Style Leadership Behavioral leadership theories: assume that there are distinctive styles that effective leaders use consistently, or, that good leadership is rooted in behavior. Basic leadership styles Autocratic (Theory X) Democratic (Theory Y) Laissez-faire (free-rein)

Contingency Style Leadership

Autocratic Communication Style Consultative Communication Style Participative Communication Style Laissez-Faire Communication Style Situational Communication Styles (Used with Leadership Styles)

Tannenbaum & Schmidt’s Leadership Continuum Leader makes decision and announces it 1 Leader “sells” decision 2 Leader presents ideas and invites questions 3 Leader presents tentative decision subject to change 4 Leader presents problem, gets suggestions, and makes decision 5 Leader defines limits and asks group to make decision 6 Leader permits subordinates to function within limits defined by leader 7 Autocratic style Participative style BOSS CENTERED EMPLOYEE CENTERED

Transformational Leadership … focuses on the behaviors of successful top-level managers. Three acts: 1. Recognizing the need for revitalization. 2. Creating a new vision. 3. Instituting a change. Characteristics of transformational leaders: See themselves as change agents. Courageous individuals and risk takers. Believe in people and motivate them. Value-driven Life-long learners Ability to deal with complexity, ambiguity, and uncertainty. Visionaries Motivator because it meets needs for esteem/self-actualization.

And now, for a little confusion! To Publish or To Parish, That is the question!

Contingency Leadership: … Fiedler’s model to determine if leadership style is task or relationship oriented, and if the situation matches the style. Question 1 Are leader-member relations good or poor? Question 2 Is the task structured or unstructured? Question 3 Is position power strong or weak? Appropriate Style Situation 1Task 2Task 3Task 4Relationship 5Relationship 6Relationship 7Either 8 Task End Start Strong Weak Strong Weak Strong Weak Strong Weak Structured Unstructured Good Poor Borrowed

TrustMotivation System 1no trustfear, threats, and punishment little interaction, always distrust System 2master/servantrewards and punishment little interaction, always caution System 3substantial but incomplete trust rewards, punishment, some involvement moderate interaction, some trust System 4complete trustgoals based on participation and improvements extensive interaction. Frien dly, high trust. System 4 Interaction Borrowed

Ohio State/U. of Michigan Model High consideration (employee centered) and Low structure (job centered) High structure (job centered) and High consideration (employee centered) Low consideration (employee centered) and Low structure (job centered) High structure (job centered) and Low consideration (employee centered) Initiating structure (job centered) High Low Consideration (employee centered) High Low Borrowed

The Managerial Grid Blake and Mouton’s model identifying the ideal leadership style as having a high concern for both production and people. impoverished manager (1,1) sweatshop manager (9,1) country club manager (1,9) organized person (5,5) team manager (9,9) 1,99,9 9,11,1 5,5 Concern for production High 9 9 High Low 1 Concern for people Borrowed

Contingency Style Leadership

Normative Leadership Theory (I) … Vroom and Yetton’s decision-tree model that enables user to select one of five leadership style appropriate for the situation. Five styles: AI — Autocratic. Leader makes decision alone with available information. AII — Autocratic. Leader makes decision alone, but uses information from subordinates. CI — Consultative. Leader meets with subordinates individually, explains situation, gets information and ideas. Leader may or may not use subordinate’s input. Leader makes decision alone. CII — Consultative. Leader meets with subordinates as a group, with same process as CI. GII — Group oriented. Leader meets with subordinates as a group, explains the situation and allows the group to make the decision. Borrowed

Situational Supervision Model Capability Levels (C)Supervisory Styles (S) (C-1) Low(S-A) Autocratic The employees are unable to and/or High directive/low support unwilling to do the task without direction.Tell employees what to do and closely oversee performance. Give little or no support. Make decisions by yourself. (C-2) Moderate(S-C) Consultative The employees have moderate ability and High directive/high support are motivated.Sell employees on doing the job your way and oversee performance at major stages. You may include their input in your decision. Develop a supportive relationship. (C-3) High(S-P) Participative The employees are high in ability but may lack Low directive/high support self-confidence or motivation.Provide little or no direction. Let employees do the task their way. Spend limited time overseeing performance. Focus on end results. Make decisions together, but you have the final say. (C-4) Outstanding(S-L) Laissez-Faire The employees are very capable and highly motivated. Low directive/low support Provide little or no direction and support. Let employees make their own decisions. Borrowed

Tannenbaum & Schmidt’s Leadership Continuum Leader makes decision and announces it 1 Leader “sells” decision 2 Leader presents ideas and invites questions 3 Leader presents tentative decision subject to change 4 Leader presents problem, gets suggestions, and makes decision 5 Leader defines limits and asks group to make decision 6 Leader permits subordinates to function within limits defined by leader 7 Autocratic style Participative style BOSS CENTERED EMPLOYEE CENTERED