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Leadership Maggie Kolkena MGMT 550, Spring 2001. Agenda Why Does it Matter? Exemplars of Leadership Management vs. Leadership Overview of Key Concepts.

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Presentation on theme: "Leadership Maggie Kolkena MGMT 550, Spring 2001. Agenda Why Does it Matter? Exemplars of Leadership Management vs. Leadership Overview of Key Concepts."— Presentation transcript:

1 Leadership Maggie Kolkena MGMT 550, Spring 2001

2 Agenda Why Does it Matter? Exemplars of Leadership Management vs. Leadership Overview of Key Concepts Situational Leadership Leadership Styles and Profiles

3 Leadership Matters Studies indicate that the strategy, culture, and even structure of an organization can be significantly influenced by the personality of the top executive (Primer on Organizational Behavior, p.47) Research indicates that the leader of a group accounts for 40-60% of the variance in the organization climate (Ekvall, 1997)

4 Leaders We’ve Known Reflect for a moment on leaders you have known. Select one of the best. Consider: What made him or her so memorable for you?

5 Management & Leadership: We Need Both “Leadership and management are two distinctive and complementary systems of action.” “The real challenge is to compare strong leadership and strong management and use each to balance the other.” “Good management controls complexity; effective leadership produces useful change.” — John P. Kotter

6 Overview of Leadership Theory

7 CONTEXT What is Leadership? RELATIONSHIPS OUTCOMES

8 Types of Power Positional Reward Coercive Expert Referent

9 Leadership and Followership “Managers are essentially powerless until their followers grant them authority to lead” - Chester Barnard, 1938 Classic Profile: Low need for affiliation Desires power Highly independent Today: ?

10 Schools of Thought Trait Approach Behavioral / Functional Perspective Situational / Contingency View

11 Trait Theory Focus on the Leader Early approaches: The Great Person Leaders are born Trait Theory and the “Magic” Leader Certain traits do correlate—seem to aid development Attributes x Results More recently--Character

12 Behavioral / Functional Theory Focus on the Effects Member performance and satisfaction Blake & Mouton’s Managerial Grid Argyris’s Immaturity-Maturity Theory Likert’s Linking Pin

13 Situational / Contingency Theory Focus on the Environment Fiedler’s Contingency Theory Fit between the situation and the leader Situational Leadership

14 Skill / Will Matrix DIRECT GUIDE EXCITE DELEGATE Low SkillHigh Skill High Will Low Will Source: Adapted by Keilty, Goldsmith & Co from Hersey and Blanchard

15 DIRECT First build the will Provide clear briefing Identify motivations Develop a vision of future performance Then build the skill Structure tasks for quick wins Coach and train Sustain the will Provide frequent feedback Praise and nurture Supervise closely w/tight control and clear rules & deadlines

16 GUIDE Invest time early on Coach and train Answer questions/explain Create a risk-free environment to allow early mistakes/learning Relax control as progress is shown

17 EXCITE Identify reason for low will: Task Management style Personal factors Motivate Monitor, provide feedback

18 DELEGATE Provide freedom to do the job Set objective, not method (What, not How) Praise, don’t ignore Encourage to take responsibility Involve in decision making Use “Tell me what you think” Take appropriate risks Give more stretching tasks Don’t overmanage

19 Current Issues in Leadership

20 Goleman’s Emotional Intelligence CoerciveAuthoritativeAffiliativeDemocraticPacesettingCoach Objective: Immediate compliance Mobilize others to follow a vision Create harmony Build commitment through participation Perform task to a higher standard Build strengths for the future Effect on climate : Strongly negative Most strongly positive Highly positive Highly negative Highly positive

21 Eve-olution ''Women get high ratings on exactly those skills needed to succeed in the global Information Age, where teamwork and partnering are so important.'‘ - Rosabeth Moss Kanter …the contemporary workplace increasingly needs more supportive, collaborative ways of relating, and women, largely because of their socialization, are better prepared to lead in such ways as facilitating group processes, motivating employees in positive ways and developing individuals' abilities. -Lawrence A. Pfaff

22 Leadership and the New Science Solutions, as quantum reality teaches: Are a temporary event Specific to a context Developed through the relationship of persons and circumstances

23 Leadership Profiles

24 Andy Deeply Introverted ”I had to go into management to have the kind of influence I wanted.” Expertise power & “borrowed” positional power

25 Marge “Sure there are challenges but there’s no reason we can’t meet them.” Highly participative Clear vision Exercised positional and expertise power


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