Managerial Leadership MGTO 234 - 7

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Managerial LeadershipMGTO 234 - 7
Dr. William A. Snow Hong Kong University of
Science Technology Department of Management of
Organizations College of Business Management
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From Then (1940s) to Now (2001) Brief Overview
of Leadership Evolution

• Ohio State Leadership Studies Task and
  Relationship (1940s-Ralph Stodgill)
• Initiating structure A type of leader behavior
  that describes the extent to which a leader is
  task oriented and directs subordinates work
  activities toward goal achievement
• Consideration A type of leader behavior that
  describes the extent to which a leader is
  sensitive to subordinates, respects their ideas
  and feelings, and establishes mutual trust.

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Leader Behavior
Consideration
Initiating Structure
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Leadership Grid-Production and People
(1960s-Blake Mouton)

• Concern for people
• Concern for production
• 5 distinct styles of management-preferences
• Impoverished Management (1, 1)
• Country Club Management (1, 9)
• Authority-Obedience Management (9, 1)
• Organizational Man Management (5, 5)
• Team Management (9, 9)

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Chapter 3

• Contingency Theories of Leadership

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Normative Decision Model

• The Normative Decision Model, is directed at
  determining how much input subordinates should
  have in the decision making process.

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Decision-making processes

• To determine which situational and follower
  factors affect the level of participation and
  group performance, Vroom and Yetton investigated
  the decision-making processes leaders use in
  group settings.

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Continuum of decision-making processes
Leader
Decision process
Outcomes Decision quality Decision
acceptance Subordinate development
B. Does leader have sufficient information?
D. Acceptance important for implementation? E. If
decision made is solely by leader, will it be
accepted by subordinates? F. Do subordinates
share organizational goals? G. Is conflict over
preferred solution likely?
A. Quality requirement? C. Is problem structured?
Followers
Situation
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The Path-Goal Theory

• The Path-Goal Theory
• deals with
• expectancy
• performance-to-outcome probabilities, and
• assigned valences or values to outcome.

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The Path-Goal Theory

• Expectancy - If I study for 12 hours, what is the
  probability I will get an A on the exam?
• Performance-to-outcome probabilities - If I get
  an A on the final, what is the probability of
  getting an A in the course?
• Assigned valences or values to outcome - How much
  do I value a higher GPA

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Path-Goal Theory and Interactional Framework
Leader behavior Directive, Supportive,
Participative, Achievement-oriented
Leader
Traits Skills and abilities expectations and work
perceptions of own group abilities
Outcomes Acceptance of leader Follower
motivation Follower satisfaction
Situation
Followers
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Contingency Model-Situational (late
1960s-Fiedler)

• Three major situational variables
• Leader-member relations
• Task structure
• Position power
• Task oriented leaders tend to perform best in
  group situations that are either very favorable
  or very unfavorable to the leader
• Relationship oriented leaders tend to perform
  best in situations that are intermediate in
  favorableness

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3-D Management Style Theory-Situational
(1970s-William Reddin)

• The effectiveness of leaders depends on how
  appropriate their leadership style is to the
  situation in which they operate
• A variety of styles can be effective or
  ineffective depending on the situation

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• The third dimension in Reddins model is
  effectiveness
• Effectiveness/environment Interaction of the
  leaders style with the place of work

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Situational Leadership

• Paul Hersey, Kenneth H. Blanchard, Dewey E.
  Johnson, Management of Organizational Behavior
  Utilizing Human Resources. (1996.) 7th Edition.
  Prentice-Hall Publishers, Upper Saddle River,
  NJ., USA. Page 7.
• Management is the process of working with and
  through individuals and groups and other
  resources (such as equipment, capital, and
  technology) to accomplish organizational goals.
• Leadership occurs whenever one person attempts
  to influence the behavior of an individual or
  group, regardless of the reason.
• Leadership is a broader concept than
  management.

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L f (l, f, s) The leadership process is a
function of the leader, the follower, and other
situational variables.

• Variables Job, Situation, People

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• No mention of the type of organization
• Could be business, educational institution,
  hospital, political organization, or family
• Anytime an individual attempts to influence the
  behavior of someone else that individual is the
  potential leader-boss, colleague, subordinate,
  friend, relative, or group

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Chapter 12

• Followers and Followership

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Effective followers

• Effective followers have the vision to see both
  the forest and the trees, the social capacity to
  work well with others, the strength of character
  to flourish without heroic status, the moral and
  psychological balance to pursue personal and
  corporate goals at no cost to either, and, above
  all, the desire to participate in a team effort
  for the accomplishment of some greater purpose.

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Characteristics of Followership

• Cohesion
• Supporting top leadership
• Raising issues with top leadership
• Taking initiative
• Taking personal responsibility for performance

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Five Style of Followers

• Alienated Followers
• Conformist Followers
• Pragmatist Followers
• Passive Followers
• Exemplary Followers

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Partnering

• Partnering deals with the quality of
  relationships between leaders and followers
  rather than on characteristics of leaders and
  followers.

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Situational Characteristics

• Crises
• Task Interdependence
• Innovation
• More Receptive to Change
• Organizational Downsizing

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Chapter 15

• Characteristics of the Situation

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Historically

• Historically, researchers maintained that the
  situation, not someones traits or abilities,
  plays the most important role in determining who
  emerges as a leader. They also believed that
  leaders were made, not born, and that prior
  leadership experience helped forge effective
  leaders.

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More recently

• Leadership theories have explored how situational
  factors affect leaders behaviors.
• a leaders behavior was said to be depend on a
  leaders perceptions of several critical aspects
  of the situation
• rules and regulations governing the job
• role expectations of subordinates
• peers, and superiors
• the nature of the task
• and feedback about the subordinates performance.

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The Congruence Model is a systems model with
inputs, processes, and outputs.

• Input, which consists of the environment,
  resources, and history.
• Processes, which consist of the work, people,
  formal organization, and informal organization.
• Output, which consists of the system, unit, and
  individual.

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Congruence Model

• The core of the Congruence Model has four
  components
• the work,
• the people,
• the formal organizational,
• the informal organization.

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Congruence Model

• The work is what is to be done by the
  organization and its component parts.
• The people refers to the leader and followers and
  their skills, knowledge, experience,
  expectations, needs and preferences.

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Congruence Model

• The formal organization addresses how the level
  of authority, organizational structure,
  organizational design, lateral interdependence,
  and organizational culture affect leaders and
  followers behavior.
• The informal organization refers to its culture
  (shared backgrounds, norms, values, or beliefs.)

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Environmental characteristics

• Environmental characteristics concern situational
  factors outside the task or organization that
  still affect the leadership process. These
  include technological, economic, political,
  social, and legal forces.

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Situational Leadership (1970s-Hersey Blanchard)

• Task, Relationship, Effectiveness
• Task behavior Extent to which leader engages in
  spelling out the duties and responsibilities of
  an individual or group
• Relationship behavior Extent to which leader
  engages in two-way or multiway communication.

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• Follower readiness 2 types
• Ability knowledge, skills, experience
• Willingness confidence, commitment and
  motivation to accomplish specific task

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• Relationship between Leader Behavior and Follower
  Readiness

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• Lead Self Instrument
• Directions for Scoring
• Correct Answers
• Video, 12 Angry Men