1. Leadership and Management Dr John Walsh, Mekong Institute, June 2009

2. Leadership  The ability to influence people toward the attainment of organizational goals.  Leadership is reciprocal, occurring among people.  Leadership is a “people” activity, distinct from administrative paper shuffling or problem-solving activities.  Leadership is dynamic and involves the use of power.

3. Leadership versus Management Management Power:  Comes from organizational structure.  Promotes stability, order, and problem solving within the structure. Leadership Power:  Comes from personal sources, such as personal interests, goals, and values.  Promotes vision, creativity, and change. The major differences between the leader and the manager relate to their source of power and level of compliance.

4. Leader and Manager Qualities SOURCE: Based on Genevieve Capowski, “Anatomy of a Leader: Where Are the Leaders of Tomorrow?” Management Review, March 1994, 12.

5. Forms of Position Power  Legitimate Power: power coming from a formal management position.  Reward Power: stems from the authority to bestow rewards on other people.  Coercive Power: the authority to punish or recommend punishment.

6. Leadership Managerial Roles Managerial role categories are interpersonal, informational and decisional Interpersonal leadership roles: figurehead, leader, liaison Informational leadership roles: monitor, disseminator, spokesperson Decisional leadership roles: entrepreneur, disturbance-handler, resource-allocator, negotiator

7. Theories of Leadership Trait theories Behavioural theories Contingency theories Integrative theories

8. Managers and Leaders ManagersLeaders Implement a visionCreate a vision Focus on tasksFocus on interpersonal function PlanningEstablishing direction Organisation and staffingInnovation, allow employees to do it any way they want ControllingMotivating PredictableUnpredictable Do things rightDo the right things Short-term viewLong-term view Stability, control, uniformityChange, empowerment, diversity

9. Traits of Effective Leaders Dominance High energy Self-confidence Locus of control Stability Integrity Intelligence Flexibility Sensitivity to others

10. The Big Five Model of Personality Dominance Agreeableness Conscientiousness Adjustment Openness to experience

11. Forms of Personal Power  Expert Power: leader’s special knowledge or skill regarding the tasks performed by followers.  Referent Power: personality characteristics that command subordinates’ identification, respect, and admiration so they wish to emulate the leader.

12. Personal Characteristics of Leaders Physical characteristics Activity Energy Social background Mobility Intelligence and ability Judgment, decisiveness Knowledge Fluency of speech Personality Alertness Originality, creativity Personal integrity Self-confidence Work-related characteristics Achievement drive Drive for responsibility Responsibility in pursuit of goals Task orientation Social characteristics Ability to enlist cooperation Popularity, prestige Sociability, interpersonal skills Social participation Tact, diplomacy Source: Adapted from Bernard M. Bass, Stogdill’s Handbook of Leadership, rev. Ed. (New York: Free Press, 1981), 75-76. This adaptation appeared in R. Albanese and D. D. Van Fleet, Organizational Behavior: A Managerial Viewpoint (Hinsdale, III.: The Dryden Press, 1983). Developed by Cool Pictures & MultiMedia PresentationsCopyright © 2004 by South-Western, a division of Thomson Learning. All rights reserved.

13. Leadership Continuum SOURCE: Reprinted by permission of Harvard Business Review. An exhibit from Robert Tannenbaum and Warren Schmidt, “How to Choose a Leadership Pattern” (May-June 1973). Copyright © 1973 by the president and Fellows of Harvard College, all rights reserved.

14. Behavioral Approaches that Help Determine Leadership Effectiveness Consideration: –Is mindful of subordinates. –Establishes mutual trust. –Provides open communication. –Develops teamwork. Initiating Structure: –Is task oriented. –Directs subordinate work activities toward goal attainment. –Typically gives instructions, spends time planning, and emphasizes deadlines. –Provides explicit schedules of work activities.

15. The Leadership Grid Figure High Low Concern for Production Concern for People 1,9 Country Club Management Thoughtful attention to the needs of people for satisfying relationships leads to a com- fortable, friendly organization atmosphere and work tempo. Impoverished Management Exertion of minimum effort to get required work done is appropriate to sustain organization membership. 1,1 9,9 Team Management Work accomplishment is from committed people; interdependence through a “common stake” in organization purpose leads to relationships of trust and respect. 5,5 Middle-of-the-Road Management Adequate organization performance is possible through balancing the necessity to get out work with maintaining morale of people at a satisfactory level. Authority-Compliance Efficiency in operations results from arranging conditions of work in such a way that human elements interfere to a minimum degree. 9,1 Source: The Leadership Grid Figure from Robert R. Blake and Anne Adams McCanse, Leadership Dilemmas-Grid Solutions (Houston: Gulf, 1991), 29. Copyright 1991, by Scientific Methods, Inc. Reproduced by permission of the owners. Developed by Cool Pictures & MultiMedia PresentationsCopyright © 2004 by South-Western, a division of Thomson Learning. All rights reserved.

16. Three Elements of Leadership Situations  Leader-member relations: refers to group atmosphere and members’ attitude toward and acceptance of the leader.  Task structure: refers to the extent to which tasks performed by the group are defined, involve specific procedures, and have clear, explicit goals.  Position power: is the extent to which the leader has formal authority over subordinates.

17. Hersey and Blanchard’s Situational Theory A contingency approach to leadership that links the leader’s behavioral style with the task readiness of subordinates. Levels of readiness:  Low  Moderate  High  Very high

18. Path-Goal Theory Contingency approach, the leader’s responsibility is to increase subordinates’ motivation to attain personal and organizational goals through:  Clarifying the paths to rewards.  Increasing the rewards that the subordinate values and desires.

19. Leader Roles in the Path-Goal Model SOURCE: Based on Bernard M. Bass, “Leadership: Good, Better, Best,” Organizational Dynamics 13 (Winter 1985),26-40

20. Path-Goal Classification of Leader Behaviors  Supportive leadership: …Leader behavior that shows concern for subordinates. …Open, friendly, and approachable. …Creates a team climate. …Treats subordinates as equals.  Directive leadership: …Tells subordinates exactly what they are supposed to do. …Planning, making schedules, setting performance goals, and behavior standards.  Participative leadership: …Consults with his or her subordinates about decisions.  Achievement-oriented leadership: …Sets clear and challenging goals for subordinates. …Behavior stresses high-quality performance.

21. Situational Contingencies Two important situational contingencies in the path-goal theory.  The personal characteristics of group members.  The work environment.

22. Path-Goal Situations and Preferred Leader Behaviors SOURCE: Adapted from Gary A. Yukl, Leadership in Organizations (Englewood Cliffs, N.J.: Prentice-Hall 1981), 146-152.

23. Change Leadership Charismatic Leaders:  The ability to inspire.  Motivate people to do more than they would normally do.  Tend to be less predictable than transactional leaders.  Create an atmosphere of change.  May be obsessed by visionary ideas. Transactional Leaders:  Clarify the role and task requirements of subordinates.  Initiate structure.  Provide appropriate rewards.  Try to be considerate.  Meet the social needs of subordinates.

24. New Workplace & Leadership Four areas of interest Level 5 leadership Women’s ways of leading Virtual leadership Servant leadership

25. The End