Suzanne 8urneLL

8uA 220
ChapLer 13 uynamlcs of Leadershlp
Meanlng of Leadershlp
Leadershlp an lnfluence relaLlonshlp beLween leaders and followers who sLrlve for real change
and ouLcomes LhaL reflecL Lhelr shared purposes
8ases of lnfluence
AuLhorlLy of formal poslLlons (le CLCs)
8ewards
Coerclon (creaLlng fear)
LxperLlse
Charlsma
Means of lnfluences deLermlnes effecLlveness
LxperLlse/charlsma mosL effecLlve
Charlsma moLlvaLes employees
Shared urposes
need a vlslon LhaL reflecLs slmllar concerns and asplraLlons
CreaLlng Change
ConsLanL ln modern organlzaLlons
ersonal CharacLerlsLlcs of LffecLlve Leaders
8elaLlvely sLable aLLrlbuLes LhaL make people unlque
hyslcal soclal and psychologlcal LralLs
8esulL ln falrly predlcLable behavlor
CreaLe lmages ln oLher people's mlnds
Can flL sLereoLypes of effecLlve leader
LmoLlonal lnLelllgence seL of ablllLles enabllng lndlvlduals Lo recognlze and undersLand Lhelr
own and oLhers' feellngs and emoLlons and Lo use Lhose lnslghLs Lo gulde Lhlnklng and acLlons
uevelops over years as a person encounLers varlous experlences and maLures
uue Lo Lhls noL easy for adulLs Lo change
ComponenLs of emoLlonal lnLelllgence
Selfawareness ablllLy Lo recognlze and undersLand moods emoLlons and drlves as well as Lhe
lmpacL on oLhers
undersLand one's moLlvaLlon and goals
SelfconLrol Lhe ablllLy Lo regulaLe and redlrecL one's lmpulses moods and deslres
need Lo be able Lo conLrol anger and belng overwhelmed ln slLuaLlons of sLress
Soclal Awareness ablllLy Lo undersLand Lhe emoLlonal makeup of oLher people and Lhe sklll Lo
LreaL people accordlng Lo Lhelr emoLlonal reacLlons
need for empaLhy for Lhe feellngs of Lhelr followers/subordlnaLes
AnLlclpaLe feellngs of anxleLy and Lhelr acLlons Lake Lhese reacLlons lnLo accounL
Soclal Sklll ablllLy Lo bulld lnLerpersonal neLworks manage relaLlonshlps flnd common ground
and bulld rapporL
uses relaLlonshlps wlLh people Lo geL people movlng ln same dlrecLlon whlch resulLs ln
beLLer performance
knack for flndlng common ground
undersLand people's concerns moLlvaLlons feellngs and asplraLlons
8ulld collaboraLlve relaLlonshlps and effecLlvely manage large Leams of followers
Leadershlp 8ehavlors
8ehavloral Models of Leadershlp descrlbe dlfferences ln Lhe acLlons of effecLlve and lneffecLlve
leaders
Seek Lo ldenLlfy and undersLand whaL leaders acLually do
Assume LhaL mosL ople can learn oL be effecLlve leaders
1heory x and 1heory ?
8ehavlor of leaders lnfluenced by assumpLlons and bellefs abouL followers and
Lhelr moLlvaLlons
ueveloped by uouglas McCregor ln 1937
8oLh undersLand Lheyare responslble for Lhe resources ln Lhelr unlLs
(money maLerlals equlpmenL people) ln Lhe lnLeresL of achlevlng goals
1heory x composlLe of proposlLlons and underlylng bellefs LhaL Lake a commandandconLrol
vlew of managemenL based on a gegaLlve vlew of human naLure
Managlng ls a process LhaL lnvolves dlrecLlng conLrolllng and modlfylng Lhelr subordlnaLes'
behavlors Lo flL Lhe needs of Lhe organlzaLlon
vlew employees as baslcally lazy and selfcenLered
WlLhouL managerlal lnLervenLlon employees would be passlve/reslsLanL Lo organlzaLlonal
needs
ALLempL Lo conLrol subordlnaLes
1heory ? composlLe of proposlLlons and bellefs LhaL Lake a leadershlp and empowerlng vlew of
managemenL based on a poslLlve vlew of human naLure
Lmployees become passlve/reslsLanL as a resulL of Lhelr experlences ln organlzaLlons
MoLlvaLlon poLenLlal for developmenL capaclLy for assumlng responslblllLy and readlness Lo
dlrecL behavlor Loward organlzaLlonal needs presenL
lL ls managemenL's responslblllLy Lo make lL posslble for people Lo recognlze and develop
human characLerlsLlcs for Lhemselves
8ely on selfconLrol and selfdlrecLlon of subordlnaLes
uescrlpLlons spawned many leadershlp models concepLs and approaches
Managerlal Crld
ldenLlfles 3 leadershlp sLyles LhaL comblne dlfferenL degrees of concern for
producLlon and concern for people
lmpoverlshed
Low concern for producLlon and low concern for people
rlmary goal ls Lo sLay ouL of Lrouble
LxerL mlnlmum efforL requlred Lo geL work done and avold demoLlon
CounLry Club
Low concern for producLlon and hlgh concern for people
CreaLe a secure comforLable aLmosphere
1rusL subordlnaLes Lo respond wlLh hlgh performance
need Lo saLlsfy relaLlonshlps
roduce or erlsh
Plgh concern for producLlon and low concern for people
SLyle conslsLanL wlLh 1heory x
ay relles on performance operaLlonal efflclency due Lo employees
belng able Lo slmply follow orders
Mlddle of Lhe 8oad
Medlum concern for producLlon and medlum concern for people
llnd an accepLable balance beLween workers' needs and producLlvlLy
goals
AdequaLe performance obLalned by malnLalnlng employee morale
1eam
Plgh concern for producLlon and hlgh concern for people
SLyle conslsLanL wlLh 1heory ?
LsLabllsh Leamwork and fosLer feellngs of commlLmenL beLween
workers
ConLlngencles for Leadershlp 8ehavlor
ConLlngency models of leadershlp slLuaLlonal facLors deLermlne Lhe besL syle of
leadershlp Lo use
Assume LhaL leaders can change behavlor from one slLuaLlon Lo Lhe nexL
LffecLlve leaders choose Lhe behavlors LhaL are mosL effecLlve for Lhe slLuaLlon
SlLuaLlonal Leadershlp Model Lhe sLyle of leadershlp used should be maLched Lo Lhe
level of readlness of Lhe followers
Leadershlp sLyles
1ask behavlor uslng one way communlcaLlon spelllng ouL duLles and
Lelllng followers whaL Lo do and where when and how Lo do lL
8elaLlonshlp behavlor uses Lwo way communlcaLlon llsLenlng
encouraglng and lnvolvlng followers ln declslon maklng and glvlng
emoLlonal supporL
ComblnaLlons of Lhe Lwo creaLes four sLyles of leadlng
1elllng provlde speclflc lnsLrucLlons and closely supervlse
performance
Plgh Lask Low relaLlonshlp
Selllng explaln declslons and provlde opporLunlLy for
clarlflcaLlon
Plgh Lask Plgh relaLlonshlp
arLlclpaLlng share ldeas and faclllLaLe ln declslon maklng
Plgh relaLlonshlp Low Lask
uelegaLlng Lurn over responslblllLy for declslons and
lmplemenLaLlon
Low relaLlonshlp Low Lask
SlLuaLlonal ConLlngency
8eadlness follower's ablllLy Lo seL hlgh buL aLLalnable LaskrelaLed goals
and a wllllngness Lo accepL responslblllLy for reachlng Lhem
8eadlness of followers depends on how much Lralnlng Lhey
recelved how commlLed Lo Lhe organlzaLlon Lhey are Lhelr
Lechnlcal experLlse experlence wlLh Lhe Lask eLc
Chooslng a Leadershlp SLyle
Leadershlp sLyle depends on level of follower readlness
1elllng sLyle leader provldes clear lnsLrucLlons and glves speclflc
dlrecLlons and supervlses Lhe work closely
Selllng sLyle leader provldes dlrecLlon encourages Lworay
communlcaLlon and helps bulld confldence and moLlvaLlon for
follower
arLlclpaLlng sLyle leader encourages followers Lo share ldeas
and faclllLaLes Lhe work by belng encouraglng and helpful Lo
subordlnaLes
uelegaLlng sLyle leader Lurns over responslblllLy for maklng and
lmplemenLlng declslons Lo followers
AssessmenL
8equlres leader Lo be consLanLly monlLorlng Lhe readlness level of
followers ln order Lo deLermlne Lhe comblnaLlon of Lask and
relaLlonshlp behavlors LhaL ls mosL approprlaLe
Managers can accuraLely assess each slLuaLlon and change Lhelr
leadershlp sLyles Lo maLch dlfferenL slLuaLlons
vroom!ago Leadershlp Model
SLaLes LhaL leaders should choose among flve leadershlp sLyles based on seven conLlngency
varlables whlle also recognlzlng Lhe Llme requlremenLs and oLher cosLs assoclaLed wlLh each
sLyle
Leadershlp sLyles
1 ueclde sLyle leader makes Lhe declslon and elLher announces lL or sells lL Lo
Lhe Leam
2 ConsulL lndlvldually sLyle Lhe leader presenLs Lhe problem Lo Leam
members lndlvldually geLLlng Lhelr ldeas and suggesLlons wlLhouL brlnglng
Lhem LogeLher as a group and Lhen makes Lhe declslon
3 ConsulL Leam sLyle Lhe leader presenLs Lhe problem Lo Leam members ln a
meeLlng geLs Lhelr suggesLlons and Lhen makes Lhe declslon
4 laclllLaLe sLyle Lhe leader presenLs Lhe problem Lo Lhe Leam ln a meeLlng
and acLs as a faclllLaLor deflnlng Lhe problem Lo be solved and Lhe
consLralnLs wlLhln whlch Lhe declslon musL be made
3 uelegaLe sLyle Lhe leader permlLs Lhe Leam Lo make Lhe declslon wlLhln
prescrlbed llmlLs
SlLuaLlonal ConLlngencles
1 ueclslon slgnlflcance how lmporLanL ls Lhe quallLy of Lhls declslon?
2 lmporLance of commlLmenL how lmporLanL ls lL for followers Lo be
commlLLed Lo Lhe declslon? Can Lhe declslon be lmplemenLed even lf
followers don'L agree LhaL lL ls Lhe besL declslon?
3 Leader experLlse does Lhe leader have Lhe relevanL lnformaLlon and
compeLencles Lo undersLand Lhe problem fully and selecL Lhe besL soluLlon?
4 Llkellhood of commlLmenL lf Lhe leader makes Lhe declslon wlll followers
LrusL Lhe leader's [udgemenL? Would Lhey be commlLLed Lo lmplemenLlng a
declslon made by Lhe leader?
3 1eam supporL do Lhe followers share Lhe goals Lo be achleved by solvlng
Lhls problem? Are Lhe followers' lnLeresLs allgned wlLh Lhose of Lhe
organlzaLlon as a whole?
6 1eam experLlse does Lhe leader belleve LhaL followers have Lhe ablllLles and
lnformaLlon Lo make a hlghquallLy declslon?
7 1eam compeLence are Lhe followers capable of handllng Lhelr own declon
maklng process?

Chooslng a Leadershlp SLyle
vroom developed a compuLer program called LxperL SysLem Lo recommend Lhe
besL leadershlp sLyle
rlorlLlzlng CosLs and 8eneflLs
Leaders need Lo make a declslon of accepLable quallLy wlLh Lhe
maxlmum speed
Leaders have ablllLy Lo choose leadershlp sLyles based on whaL's
needed mosL speed quallLy developmenL
AssessmenL
lf leader can dlagnose Lhe problem chooslng Lhe besL
leadershlp sLyle ls easler
uoes have llmlLaLlons
Lmployees deslre parLlclpaLlon ln cholces affecLlng
Lhem
Leader compeLency plays key role ln effecLlveness
1ransformaLlonal Leadershlp
1ransformaLlonal leaders lnsplre oLhers wlLh Lhelr vlslon ofLen promoLe Lhls vlslon over
opposlLlon and demonsLraLe confldence ln Lhemselves and Lhelr vlews
1ransformaLlonal leaders Lake an acLlve and personal approach Lo lnfluenclng oLhers alLer Lhe
feellngs deslres and expecLaLlons of oLhers change percepLlons of Lhe posslble and deslrable
reflecL and generaLe exclLemenL and enLhuslasm embrace rlsks Lo pursue new opporLunlLles
are empaLheLlc and hlghly LrusLed
vlslonary have a vlslon and a road map Lo aLLaln lL
SLrongly belleve ln Lhelr ldeas and are able Lo communlcaLe and use Lhem Lo
exclLe oLhers
CharlsmaLlc and LLhlcal a person who has Lhe ablllLy Lo lnfluence oLhers because of hls
or her lnsplraLlonal quallLles
1hese leaders can beneflL and harm an organlzaLlon and socleLy
Adolf PlLler CharasmaLlc buL uneLhlcal
ur MLk !r CharlsmaLlc and eLhlcal
1rusLworLhy when leaders are eLhlcal ln relaLlonshlps Lhey're consldered LrusLworLhy
Show LrusL ln followers delegaLe Lasks encourage Lwoway communlcaLlon
1houghLful challenge followers by offerlng lnnobaLlve soluLlons and new ldeas
Lncourage posLlLlve Lhlnklng and problem solvlng
Lmbrace rlskLaklng buL acL based on LhoughLful analysls and dlscusslon
ConslderaLe care abouL Lhe needs of oLhers and can empaLhlze
Wllllng Lo accepL responslblllLy and value conLrlbuLlons of employees
ConfldenL leader ls passlonaLe and confldenL (noL arroganL) LhaL lL can be achleved
AccepL rlsks wlll be made buL wlLhouL rlsks Lhere cannoL be progress
Leadershlp uevelopmenL
Some leaders are born noL made
Leadershlp capaclLy ls learned and developed
Leadershlp can be lmproved Lhrough personal experlences and research supporLs lL
CLCs lnvesL personal Llme and company resources
1 Asslgnlng people poslLlons Lo promoLe learnlng on Lhe [ob
2 Cfferlng asslsLance Lhrough coachlng and menLorlng
3 Sendlng employees Lo formal leadershlp assessmenL and Lralnlng programs
4 Sendlng Lhem on speclal asslgnmenLs
CnLhe!ob Learnlng
8equlres employees Lo Lake [obs or pro[ecL asslgnmenLs LhaL lnclude leadershlp
responslblllLles
MosL effecLlve for people who Lake personal responslblllLy for own developmenL
lormal AssessmenL and 1ralnlng
Cenerally lnvolves evaluaLlng an lndlvldual's sLyle of leadershlp and provldlng
educaLlonal experlences deslgned Lo lmprove Lhe lndlvldual's effecLlveness
8esL leaders have reallsLlc selfpercepLlons and use feedback Lo make lmprovemenLs
Coachlng and MenLorlng
Coachlng provldlng oneonone personallzed feedback and advlce
MenLorlng managers or senlor collegues who provlde advlce and guldance abouL a
varleLy of careerrelaLed concerns
CfLen asslsL managers ln developlng leadershlp capablllLles by helplng Lhem
obLaln asslgnmenLs LhaL wlll fosLer onLhe[ob learnlng
Pelp managers undersLand how oLhers respond Lo behavlor
Serve as role models LhaL lndlvlduals can emulaLe
Speclal AsslgnmenLs
useful for helplng people develop mulLlculLural compeLencles
Clobal leaders are ln hlgh need
undersLand how employees ln dlfferenL culLures Lhlnk abouL leadershlp
Leadershlp Lakes dlfferenL forms ln dlfferenL counLrles