1. © 2005 Thomas and Joan Read Center IDIS – 444 ISSUES IN LEADERSHIP What is Leadership?

2. © 2005 Thomas and Joan Read Center IDIS – 444 ISSUES IN LEADERSHIP A Leadership Story: A group of workers and their leaders have the task of clearing a road through a dense jungle on a remote island to get to the coast where an estuary provides a perfect site for a port. The leaders organize the work force into efficient units and monitor the progress which is excellent. The leaders continue to monitor and evaluate the project, making adjustments along the way to ensure the progress is maintained and efficiency is increased wherever possible. Then, one day during all the hustle and bustle and activity, one person climbs up a nearby tree. That person surveys the scene from the top of the tree. 2

3. © 2005 Thomas and Joan Read Center IDIS – 444 ISSUES IN LEADERSHIP And shouts down to the assembled group below….. “Wrong Way!”……. (Story adapted from Stephen Covey (2004) “The Seven Habits of Highly Effective People” Simon & Schuster). “Management is doing things right, leadership is doing the right things” (Warren Bennis and Peter Drucker) A Leadership Story: 3

4. © 2005 Thomas and Joan Read Center IDIS – 444 ISSUES IN LEADERSHIP Planning Select goals and ways to obtain them Controlling Monitor activities and Make corrections Organizing Assign authority and responsibility for task accomplishment Directing Motivate and coordinate employees Staffing Recruit and obtain employees THE TRADITIONAL FUNCTIONS OF MANAGEMENT

5. © 2005 Thomas and Joan Read Center IDIS – 444 ISSUES IN LEADERSHIP CategoryRoleActivity InformationalMonitorSeek and receive information, scan periodicals and reports, maintain personal contacts. DisseminatorForward information to other organization members; send memos and reports; make phone calls. SpokespersonTransmit information to outsiders through speeches, reports, memos. InterpersonalFigureheadPerform ceremonial and symbolic duties such as greeting visitors, signing legal documents. LeaderDirect and motivate subordinates; train, counsel, and communicate with subordinates LiaisonMaintain information links both inside and outside organization; use mail, phone calls, meetings. DecisionalEntrepreneurInitiate improvement projects; identify new ideas; delegate idea responsibility to others Disturbance Handler Take corrective action during disputes or crises; resolve conflicts among subordinates; adapt to environmental crises. Resource allocator Decide who gets resources; schedule, budget, set priorities NegotiatorRepresent department during negotiation of union contracts, sales purchases, budgets; represent departmental interests. Manager Roles

6. © 2005 Thomas and Joan Read Center IDIS – 444 ISSUES IN LEADERSHIP Planning and budgeting Keeping eye on bottom lime Organizing and staffing Directing and controlling Create boundaries Focusing on objects – producing/selling goods services Based on position power Acting on boss Emotional distance Expert mind Talking Conformity Insight into organization Maintains stability COMPARING MANAGEMENT AND LEADERSHIP Creating vision and strategy Keeping eye on horizon Creating shared culture and values Helping others grow Reduce boundaries Focusing on people-inspiring and motivating followers Based on personal power Acting as coach, facilitator, servant Emotional connections (Heart) Open mind (Mindfulness) Listening (Communication) Nonconformity (Courage) Insight into self (integrity) Creates change, often radical change ManagementLeadership Direction Alignment Relationships Personal Qualities Outcomes

7. © 2005 Thomas and Joan Read Center IDIS – 444 ISSUES IN LEADERSHIP Leadership Factors Affecting Style Leadership Theories Change Leadership Types of Leadership Styles A Model of Leadership 7

8. © 2005 Thomas and Joan Read Center IDIS – 444 ISSUES IN LEADERSHIP Trait Transformational Transactional Behavioral Contingency Leadership Leadership Theories 8

9. © 2005 Thomas and Joan Read Center IDIS – 444 ISSUES IN LEADERSHIP Trait Theories Is there a set of characteristics that determine a good leader? Earlier Concepts - Height? - Confidence? - Physical Stamina? 9

10. © 2005 Thomas and Joan Read Center IDIS – 444 ISSUES IN LEADERSHIP Present (Leaders Are Different) - Personality? - Dominance and Personal Presence? - Charisma? - Self Confidence? - Achievement? - Knowledge of the Business? - Ability to Formulate a Clear Vision? Trait Theories 10

11. © 2005 Thomas and Joan Read Center IDIS – 444 ISSUES IN LEADERSHIP Implications Trait Theories - Are such characteristics inherently gender biased? - Do such characteristics produce good leaders? - Is leadership more than just bringing about change? - Does this imply that leaders are born not bred? 11

12. © 2005 Thomas and Joan Read Center IDIS – 444 ISSUES IN LEADERSHIP Transformational Leadership Assumptions - People will follow a person who inspires them; - A person with vision can achieve great things; - The way to get things done is by injecting enthusiasm and energy; If successful, can bring widespread changes to a business or organization 12

13. © 2005 Thomas and Joan Read Center IDIS – 444 ISSUES IN LEADERSHIP Requires - Long term strategic planning - Clear objectives - Clear vision - Leading by example – walk the walk - Efficiency of systems and processes Implications 13

14. © 2005 Thomas and Joan Read Center IDIS – 444 ISSUES IN LEADERSHIP Transactional Leadership Based on an exchange between the leader and the follower of reward for applied effort; Assumptions - People are motivated by reward and punishment; - Social systems work best with a clear chain of command; - The prime purpose of a subordinate is to do what their manager tells them to do Despite considerable research that highlights its limitations, transactional leadership is very popular with many managers 14

15. © 2005 Thomas and Joan Read Center IDIS – 444 ISSUES IN LEADERSHIP Implications Requires -Focus on the management of the organization - Focus on procedures and efficiency - Focus on working to rules and contracts - Managing current issues and problems 15

16. © 2005 Thomas and Joan Read Center IDIS – 444 ISSUES IN LEADERSHIP Behavioral Theory Assumptions - Leaders can be made, rather than being born; - Leaders can be trained; - Consider the way of doing things Behavior theory is easy to develop - Determine success and the actions of leaders - Identify failures and the actions of leaders 16

17. © 2005 Thomas and Joan Read Center IDIS – 444 ISSUES IN LEADERSHIP Implications Leader institutes tasks and structures Process orientated 17

18. © 2005 Thomas and Joan Read Center IDIS – 444 ISSUES IN LEADERSHIP Contingency Theory Leader’s ability to lead is contingent upon: - Situational factors - Leader’s style - Capabilities and behaviors of followers Assumption - Leadership is not a fixed set of characteristics that can be transposed into different contexts 18

19. © 2005 Thomas and Joan Read Center IDIS – 444 ISSUES IN LEADERSHIP Implications Success or failure may depend on : - Type of staff - History of the business - Culture of the business - Quality of the relationships - Nature of the changes needed - Accepted norms within the business 19

20. © 2005 Thomas and Joan Read Center IDIS – 444 ISSUES IN LEADERSHIP Factors Affecting Style Risk Factors Type of Business Necessity for Change Nature of the Task Organizational Culture 20

21. © 2005 Thomas and Joan Read Center IDIS – 444 ISSUES IN LEADERSHIP Types of Leadership Style Autocratic Participative Laissez Faire (Hands off) Paternalistic 21

22. © 2005 Thomas and Joan Read Center IDIS – 444 ISSUES IN LEADERSHIP Autocratic Leader makes decisions without reference to anyone else High degree of dependency on the leader Can create de-motivation and alienation of staff May be valuable in some types of business where decisions need to be made quickly and decisively 22

23. © 2005 Thomas and Joan Read Center IDIS – 444 ISSUES IN LEADERSHIP Participative Encourages decision making from different perspectives - leadership may be emphasized throughout the organization - Consultative : process of consultation before decisions are taken - Persuasive : Leader makes decision and seeks to persuade others that the decision is correct 23

24. © 2005 Thomas and Joan Read Center IDIS – 444 ISSUES IN LEADERSHIP Participative May help motivation and involvement Worker feel ownership of the business and its ideas Improves the sharing of ideas and experiences within the business Can delay decision making 24

25. © 2005 Thomas and Joan Read Center IDIS – 444 ISSUES IN LEADERSHIP Laissez – Faire (Hands off) ‘Let it be’ – the leadership responsibilities are shared by all; Can be very useful for a business where creative ideas are important; Can be highly motivational, as people have control over their working life; Coordination and decision making can be time-consuming and may lack an overall direction; Relies on good team work; Relies on good interpersonal relations 25

26. © 2005 Thomas and Joan Read Center IDIS – 444 ISSUES IN LEADERSHIP Paternalistic Leader acts as a ‘father figure’ Paternalistic leader makes decision but may consult with followers Believes in the need to support followers 26

27. © 2005 Thomas and Joan Read Center IDIS – 444 ISSUES IN LEADERSHIP Change Leadership The most challenging aspect of business is leading and managing change; The business environment is subject to fast-paced economic and social change; Modern business must adapt and be flexible to survive; Problems in leading change results from the way in which people are managed; Leaders need to be aware of how change impacts employees 27

28. © 2005 Thomas and Joan Read Center IDIS – 444 ISSUES IN LEADERSHIP Elements Associated With Change Management The Problem The Solution -Selling the idea -Resentment and alienation -Resignation -Acceptance -Internalization 28

29. © 2005 Thomas and Joan Read Center IDIS – 444 ISSUES IN LEADERSHIP Self-Esteem And Change Management 29 Self-esteem Time 1. Immobilization – as rumors of the change circulate, the individual feels some sense of shock and possible disbelief – so much so that they deem it worthy of doing nothing. 1 2. Minimization: As the change becomes clearer, people attempt to believe that their own personal position will not change and may try to believe that the change will not affect them. 2 3. Depression: as reality begins to sink in, employees may feel alienated and angry. Feelings of a lack of control of events overtake people and they feel depressed as they try to reconcile what is happening with their own personal situation. 3 4 4. Acceptance/letting go: The lowest point in self-esteem finally occurs when employees start to accept the inevitable. Fear of the future is a feature of this stage. 5 5. Testing the change: Individuals begin to interact with the change, they start to ask questions to see how they might work with the change. 6 6. Search for meaning: Individuals begin to work with the change and see how they might be able to make the change work for them – self esteem begins to rise. 7 7. Internalization: the change is understood and adopted within the individual’s own understanding – they now know how to work with the change and feel a renewed sense of confidence and self esteem.

30. © 2005 Thomas and Joan Read Center IDIS – 444 ISSUES IN LEADERSHIP 30 Achieving Leadership Managing Yourself Managing Your Boss Managing Your Direct Reports Managing Your Peers