Leading
5. Leading
5.1 Leadership Versus Management 5.2 Transactional Leadership 5.3 Transformational Leadership 5.4 Situational Leadership
5.5 Personality Types 5.6 Power in Organizations 5.7 Leadership in Teams 5.8 Managing Teams
5.1 Leadership Versus Management
Leadership and management are not the same things, but we need them both to manage successfully
Leadership is about individual traits and behaviors Management is about groups and organizations
Trait Theories - What leaders are like. “Leaders are born, not made.” Behavioral Theories What leaders do. “Leadership behaviors can be taught.”
Intelligence
Leadership Traits
Integrity
Selfesteem
Extraversion Conscientious
Open to Experience
Trait theory assumes we are born with the right traits. Behavior theory is much more useful
Ohio State Leadership Studies Consideration Concern for members of the group
Initiating Structure Focus on meeting expectations and managing resources
Ohio State Leadership Studies Consideration
High
Low Initiating structure/high consideration
High Initiating structure/high consideration
Low Initiating structure/low consideration
High Initiating structure/low consideration
Low Low
Initiating Structure
High
Ohio State Leadership Studies
Consideration
High
Low
Low Initiating structure/high consideration Participating
High Initiating structure/high consideration Selling
Low Initiating structure/low consideration Delegating
High Initiating structure/low consideration Telling
Low
Initiating Structure
High
Michigan State Leadership Studies Concern for People
Concern for Tasks
Blake and Mouton Grid
Concern for People
Country Club
Team
Middle of the Road Impoverished Leader Concern for Production
Produce or Perish
Leadership Decision Styles Democratic Followers participate in decision-making Autocratic - Leader makes decisions alone with no follower input
Laissez Faire - Follower decide themselves with little guidance from the leader
Ohio State Leadership Studies
Consideration
High
Low
Low Initiating High Initiating structure/high structure/high consideration consideration Human Relations Democratic Low Initiating structure/low consideration Laissez faire Low
High Initiating structure/low consideration Autocratic High Initiating Structure
Leaders often lead by example. If the organization has a dress code, the leader always dresses accordingly.
5.2 Transactional Leadership
Transactional leaders manage by rewards and consequences. Most people think of this as management
Transactional Leaders •
Know the rules and follow them
•
Hold everyone else to the same standards
•
Use rewards and coercive power to enforce
Personality type is less important than with other leadership types
Transactional Leaders are… Parents
Police Officers
Teachers
Transactional Leaders May Use Any of These Styles Democratic - Followers participate in decisionmaking Autocratic - Leader makes decisions alone with no follower input
Laissez Faire Follower decide themselves with little guidance from the leader
Leadership Traits Intelligence
Integrity
Selfesteem
Extraversion
Typically the most important traits for transactional leaders.
Concientious
Open to Experience
Integrity is in the lead
Transactional leadership is seldom effective in times of rapid change and uncertainty. It stops working when the rules stop working.
5.3 Transformational Leadership
Transformational leaders lead by offering a vision for the future and convincing followers to believe in it
Transformational Leaders •
Have a vision for the future
•
Have confidence in themselves to get there
•
Persuade others to follow them
Personality type is vital here. Not everyone is good at transformational leadership
Transformational Leaders’ 4 Tools Inspirational Motivation - A compelling vision of the future Intellectual StimulationThinking past the norms and conventions of the organization
Individualized ConsiderationShowing care and consideration for the individuals they lead Charisma- Inspire confidence, commitment, and admiration by followers
Transformational Leaders need the ability to understand and influence their followers but they also need another magic power…
Charisma! •
A magnetic personality that attracts followers
•
A powerful sense of self-confidence
•
The clear impression that they will be successful
Transformational Leaders are… Heros
Entrepreneurs
Revolutionaries
Transformational Leaders May Use Either of These Styles Democratic - Followers participate in decisionmaking Autocratic - Leader makes decisions alone with no follower input
Laissez Faire
Leadership Traits Intelligence
Integrity
Selfesteem
Extraversion
Typically the most important traits for transformational leaders.
Concientious
Open to Experience
Self-esteem is in the lead
Q: How do you boil a frog? A: Slowly Q: How does a frog escape boiling? A: Transformational leadership
Follow me
5.4 Situational Leadership
Situational leaders modify their leadership style based on circumstances. This is a contingent leadership style
Contingency Theory Leaders must adjust their leadership style based on circumstances Situational Theory Leaders must adjust their leadership styles based on the needs and readiness of their followers Arguably, not a lot of difference here
Fiedler’s Contingency Theory In a Poorly-Structured Environment Leaders with good interpersonal skills and relations with followers will perform the best
In a Clearly-Structured Environment Leaders who are impersonal and have no special relations with followers will perform the best
Path-Goal Theory Directive Leadership Give employees clear directions. For boring jobs - doesn’t help Supportive leadershipSupport employees through challenging periods. When employees know their jobs and like them - doesn’t help
Participative leadership Includes employees in key decisions. Most effective when employees have high levels of ability and internal locus of control
Achievement oriented Leadership Set goals for employees and encourage them to meet those goals. Most effective when employees have high levels of ability and motivation - Have experience and are professionally-oriented
The important part about contingency theories - they work better in some cases than others
Situational Leaders are… Anyone who can adapt to different circumstances and lead in different ways
Follow me
Leadership Traits Intelligence
Integrity
Selfesteem
Extraversion
Typically the most important traits for Situational leaders.
Concientious
Open to Experience
Depending on the situation, you need everything
Contingent/ Situational leadership requires mastery of many approaches and choices.
5.5 Personality Types
The trait theory of leadership says our personalities determine how we lead. So let’s look at personalities
Big 5 Personality Traits O C E A N
Trait Openness
Description Curious, intellectual, open to new ideas Conscientiousness Organized, punctual, systematic. Achievement-oriented Extraversion Agreeableness Neuroticism
Outgoing, talkative, sociable, enjoys social situations Affable, tolerant, sensitive, trusting, kind, and warm Anxious, irritable temperamental, and moody
There are other theories of personality, but the Big 5 is the most common and wellunderstood
Big 5 Traits Openness - People high in openness thrive in new situations that require flexibility ConscientiousnessUniformly predicts a person’s likely success in many situations and jobs. Especially important for transactional leaders
Extraversion - People high in extraversion tend to be effective managers. Especially important for transformational leaders Agreeableness - People high in agreeableness Tend to be more forgiving and fair. Especially important in dealing with equity theory
Neuroticism- People high in neuroticism tend to have trouble forming relationships and are not sought for advice and assistance at work Only Big 5 trait where a low score is desirable
Although the Big 5 are the most important, leaders need to be aware of other personality traits as well
Other Personality Traits Self-Monitoring - Capable of monitoring themselves in diverse social situations. High selfmonitors can adapt behavior to external situations
Proactive Personality Capable of fixing problems and addressing challenges. Tend to be more successful over time at most things.
Self-Esteem - Selfconfidence. Capable of holding opinions and taking actions without self-doubt
Self-Efficacy - Believes one can be successful in a specific task. Tends to improve performance in those tasks. The only personality trait that is job-specific
Leaders With the Right personality are… Anyone who has confidence and interpersonal skills can be a trait-driven leader…
Personality traits suggest who will be an effective leader, but behaviors are the final answer
5.6 Power in Organizations
We have looked at leadership and management. Now we want to look at power itself
What Do We Mean When We Say Power?
Power is how we assert our will and convince others to do our bidding
Sources of Organizational Power Coercive - The power to punish non-compliance. Reward - The power to reward - the opposite of coercive power. Referent - This is the power that comes from having people like me and want to please me.
Expert - I have more knowledge in a certain area than do others. Information - I know a secret that affects an outcome so others can’t safely disobey me. Connection - I have a connection with someone in real power and can exercises their power on my behalf.
Sources of Power Coercive - This represents the consequences transactional leaders warn us about if we don’t follow the rules
Reward- This represents the rewards transactional leaders promise us if we follow the rules Referent - I am popular with other people who have power. This is where the personality trait of agreeableness comes into play
Expert - Because I have been right before and everyone has confidence in my decisions in this area, no one wants to question my advice
Information- I have access to specific information that others do not. Similar to Expert power but VERY situational Connection - Very political in nature. I have powerful friends so I am powerful
Powerful People are… Those with unique knowledge, skills, connections, information, or the ability to control outcomes
We all have some degree of power. Inside organizations, it can be important to develop and manage power
5.7 Leadership in Teams
Leading and managing is hard with individuals. Do it in a group setting and it becomes much harder still
Forming
The group is formed
Storming
The fight for dominance
Norming
Learn to cooperate
Performing
get some work done
Adjourning
The end
Punctured Equilibrium Forming Storming Norming
Non-linear and goes back and forth
Performing Adjourning
The leadership needed can be different in each stage of team development
Forming
Authoritarian as the group comes together
Storming
Participative as roles are defined
Norming
Coaching as confidence grows
Performing
More coaching/ democratic style
Adjourning
Cohesion •
Similarity
•
Stability
•
Size
•
Support
•
Satisfaction
Cohesion is “social glue”, helping teams stick together and cooperate
Too Much Cohesion? If the group sticks too closely together, they can have a problem called
“Groupthink”
Social Loafing Does it really matter how hard I pull? I won’t be recognized as an individual if we win or lose
How we form a team is important, but there are several types we can form
Types of Teams Cross-Functional Team members from many different functions/backgrounds Functional - Team members all from the same function/ background
Self-Managed - Teams that are empowered, with responsibility and authority to lead themselves
Leading any team requires us to understand the structure of the team, the task it faces, and how long it has been in place
5.8 Managing Teams
We have looked at the leadership aspects of teams. Now let’s reduce those decisions to management practice
Forming Storming
You must Norming always go This is the part through this Performing we want process with a Adjourning new team. Can you keep the old one?
Forming a new team always has its costs. If you can keep successful teams together for new problems, you may avoid that
Building Cohesion •
Similarity
•
Stability
•
Size
•
Support
•
Satisfaction
When team members identify with the team, they have more cohesion
Got Groupthink? Happens with very cohesive teams. Invite outsiders to play “Devil’s Advocate” and question the team’s assumptions
Got Social Loafing? Develop assessments of individual performance within the group I WILL be recognized as an individual if we win or lose
When forming a team for a specific task, keep it as small and simple as possible
Keep it Simple Large teams are harder to lead than small ones. Your team should be only as large as necessary Cross-functional teams can solve more diverse problems but they take longer to form. Only add as much diversity as you need
Self-Managed Teams Give them oversight into planning, scheduling, monitoring, and staffing. If you want them to manage themselves, they need the tools
Self-managed teams are often very cohesive and effective, but sometimes they take too long to arrive at a solution
5.1 Leadership Versus Management 5.2 Transactional Leadership 5.3 Transformational Leadership 5.4 Situational Leadership
5.5 Personality Types 5.6 Power in Organizations 5.7 Leadership in Teams 5.8 Managing Teams
5.1 Leadership Versus Management
Leadership and management are not the same things, but we need them both to manage successfully
Leadership is about individual traits and behaviors Management is about groups and organizations
Trait Theories - What leaders are like. “Leaders are born, not made.” Behavioral Theories What leaders do. “Leadership behaviors can be taught.”
Intelligence
Leadership Traits
Integrity
Selfesteem
Extraversion Conscientious
Open to Experience
Trait theory assumes we are born with the right traits. Behavior theory is much more useful
Ohio State Leadership Studies Consideration Concern for members of the group
Initiating Structure Focus on meeting expectations and managing resources
Ohio State Leadership Studies Consideration
High
Low Initiating structure/high consideration
High Initiating structure/high consideration
Low Initiating structure/low consideration
High Initiating structure/low consideration
Low Low
Initiating Structure
High
Ohio State Leadership Studies
Consideration
High
Low
Low Initiating structure/high consideration Participating
High Initiating structure/high consideration Selling
Low Initiating structure/low consideration Delegating
High Initiating structure/low consideration Telling
Low
Initiating Structure
High
Michigan State Leadership Studies Concern for People
Concern for Tasks
Blake and Mouton Grid
Concern for People
Country Club
Team
Middle of the Road Impoverished Leader Concern for Production
Produce or Perish
Leadership Decision Styles Democratic Followers participate in decision-making Autocratic - Leader makes decisions alone with no follower input
Laissez Faire - Follower decide themselves with little guidance from the leader
Ohio State Leadership Studies
Consideration
High
Low
Low Initiating High Initiating structure/high structure/high consideration consideration Human Relations Democratic Low Initiating structure/low consideration Laissez faire Low
High Initiating structure/low consideration Autocratic High Initiating Structure
Leaders often lead by example. If the organization has a dress code, the leader always dresses accordingly.
5.2 Transactional Leadership
Transactional leaders manage by rewards and consequences. Most people think of this as management
Transactional Leaders •
Know the rules and follow them
•
Hold everyone else to the same standards
•
Use rewards and coercive power to enforce
Personality type is less important than with other leadership types
Transactional Leaders are… Parents
Police Officers
Teachers
Transactional Leaders May Use Any of These Styles Democratic - Followers participate in decisionmaking Autocratic - Leader makes decisions alone with no follower input
Laissez Faire Follower decide themselves with little guidance from the leader
Leadership Traits Intelligence
Integrity
Selfesteem
Extraversion
Typically the most important traits for transactional leaders.
Concientious
Open to Experience
Integrity is in the lead
Transactional leadership is seldom effective in times of rapid change and uncertainty. It stops working when the rules stop working.
5.3 Transformational Leadership
Transformational leaders lead by offering a vision for the future and convincing followers to believe in it
Transformational Leaders •
Have a vision for the future
•
Have confidence in themselves to get there
•
Persuade others to follow them
Personality type is vital here. Not everyone is good at transformational leadership
Transformational Leaders’ 4 Tools Inspirational Motivation - A compelling vision of the future Intellectual StimulationThinking past the norms and conventions of the organization
Individualized ConsiderationShowing care and consideration for the individuals they lead Charisma- Inspire confidence, commitment, and admiration by followers
Transformational Leaders need the ability to understand and influence their followers but they also need another magic power…
Charisma! •
A magnetic personality that attracts followers
•
A powerful sense of self-confidence
•
The clear impression that they will be successful
Transformational Leaders are… Heros
Entrepreneurs
Revolutionaries
Transformational Leaders May Use Either of These Styles Democratic - Followers participate in decisionmaking Autocratic - Leader makes decisions alone with no follower input
Laissez Faire
Leadership Traits Intelligence
Integrity
Selfesteem
Extraversion
Typically the most important traits for transformational leaders.
Concientious
Open to Experience
Self-esteem is in the lead
Q: How do you boil a frog? A: Slowly Q: How does a frog escape boiling? A: Transformational leadership
Follow me
5.4 Situational Leadership
Situational leaders modify their leadership style based on circumstances. This is a contingent leadership style
Contingency Theory Leaders must adjust their leadership style based on circumstances Situational Theory Leaders must adjust their leadership styles based on the needs and readiness of their followers Arguably, not a lot of difference here
Fiedler’s Contingency Theory In a Poorly-Structured Environment Leaders with good interpersonal skills and relations with followers will perform the best
In a Clearly-Structured Environment Leaders who are impersonal and have no special relations with followers will perform the best
Path-Goal Theory Directive Leadership Give employees clear directions. For boring jobs - doesn’t help Supportive leadershipSupport employees through challenging periods. When employees know their jobs and like them - doesn’t help
Participative leadership Includes employees in key decisions. Most effective when employees have high levels of ability and internal locus of control
Achievement oriented Leadership Set goals for employees and encourage them to meet those goals. Most effective when employees have high levels of ability and motivation - Have experience and are professionally-oriented
The important part about contingency theories - they work better in some cases than others
Situational Leaders are… Anyone who can adapt to different circumstances and lead in different ways
Follow me
Leadership Traits Intelligence
Integrity
Selfesteem
Extraversion
Typically the most important traits for Situational leaders.
Concientious
Open to Experience
Depending on the situation, you need everything
Contingent/ Situational leadership requires mastery of many approaches and choices.
5.5 Personality Types
The trait theory of leadership says our personalities determine how we lead. So let’s look at personalities
Big 5 Personality Traits O C E A N
Trait Openness
Description Curious, intellectual, open to new ideas Conscientiousness Organized, punctual, systematic. Achievement-oriented Extraversion Agreeableness Neuroticism
Outgoing, talkative, sociable, enjoys social situations Affable, tolerant, sensitive, trusting, kind, and warm Anxious, irritable temperamental, and moody
There are other theories of personality, but the Big 5 is the most common and wellunderstood
Big 5 Traits Openness - People high in openness thrive in new situations that require flexibility ConscientiousnessUniformly predicts a person’s likely success in many situations and jobs. Especially important for transactional leaders
Extraversion - People high in extraversion tend to be effective managers. Especially important for transformational leaders Agreeableness - People high in agreeableness Tend to be more forgiving and fair. Especially important in dealing with equity theory
Neuroticism- People high in neuroticism tend to have trouble forming relationships and are not sought for advice and assistance at work Only Big 5 trait where a low score is desirable
Although the Big 5 are the most important, leaders need to be aware of other personality traits as well
Other Personality Traits Self-Monitoring - Capable of monitoring themselves in diverse social situations. High selfmonitors can adapt behavior to external situations
Proactive Personality Capable of fixing problems and addressing challenges. Tend to be more successful over time at most things.
Self-Esteem - Selfconfidence. Capable of holding opinions and taking actions without self-doubt
Self-Efficacy - Believes one can be successful in a specific task. Tends to improve performance in those tasks. The only personality trait that is job-specific
Leaders With the Right personality are… Anyone who has confidence and interpersonal skills can be a trait-driven leader…
Personality traits suggest who will be an effective leader, but behaviors are the final answer
5.6 Power in Organizations
We have looked at leadership and management. Now we want to look at power itself
What Do We Mean When We Say Power?
Power is how we assert our will and convince others to do our bidding
Sources of Organizational Power Coercive - The power to punish non-compliance. Reward - The power to reward - the opposite of coercive power. Referent - This is the power that comes from having people like me and want to please me.
Expert - I have more knowledge in a certain area than do others. Information - I know a secret that affects an outcome so others can’t safely disobey me. Connection - I have a connection with someone in real power and can exercises their power on my behalf.
Sources of Power Coercive - This represents the consequences transactional leaders warn us about if we don’t follow the rules
Reward- This represents the rewards transactional leaders promise us if we follow the rules Referent - I am popular with other people who have power. This is where the personality trait of agreeableness comes into play
Expert - Because I have been right before and everyone has confidence in my decisions in this area, no one wants to question my advice
Information- I have access to specific information that others do not. Similar to Expert power but VERY situational Connection - Very political in nature. I have powerful friends so I am powerful
Powerful People are… Those with unique knowledge, skills, connections, information, or the ability to control outcomes
We all have some degree of power. Inside organizations, it can be important to develop and manage power
5.7 Leadership in Teams
Leading and managing is hard with individuals. Do it in a group setting and it becomes much harder still
Forming
The group is formed
Storming
The fight for dominance
Norming
Learn to cooperate
Performing
get some work done
Adjourning
The end
Punctured Equilibrium Forming Storming Norming
Non-linear and goes back and forth
Performing Adjourning
The leadership needed can be different in each stage of team development
Forming
Authoritarian as the group comes together
Storming
Participative as roles are defined
Norming
Coaching as confidence grows
Performing
More coaching/ democratic style
Adjourning
Cohesion •
Similarity
•
Stability
•
Size
•
Support
•
Satisfaction
Cohesion is “social glue”, helping teams stick together and cooperate
Too Much Cohesion? If the group sticks too closely together, they can have a problem called
“Groupthink”
Social Loafing Does it really matter how hard I pull? I won’t be recognized as an individual if we win or lose
How we form a team is important, but there are several types we can form
Types of Teams Cross-Functional Team members from many different functions/backgrounds Functional - Team members all from the same function/ background
Self-Managed - Teams that are empowered, with responsibility and authority to lead themselves
Leading any team requires us to understand the structure of the team, the task it faces, and how long it has been in place
5.8 Managing Teams
We have looked at the leadership aspects of teams. Now let’s reduce those decisions to management practice
Forming Storming
You must Norming always go This is the part through this Performing we want process with a Adjourning new team. Can you keep the old one?
Forming a new team always has its costs. If you can keep successful teams together for new problems, you may avoid that
Building Cohesion •
Similarity
•
Stability
•
Size
•
Support
•
Satisfaction
When team members identify with the team, they have more cohesion
Got Groupthink? Happens with very cohesive teams. Invite outsiders to play “Devil’s Advocate” and question the team’s assumptions
Got Social Loafing? Develop assessments of individual performance within the group I WILL be recognized as an individual if we win or lose
When forming a team for a specific task, keep it as small and simple as possible
Keep it Simple Large teams are harder to lead than small ones. Your team should be only as large as necessary Cross-functional teams can solve more diverse problems but they take longer to form. Only add as much diversity as you need
Self-Managed Teams Give them oversight into planning, scheduling, monitoring, and staffing. If you want them to manage themselves, they need the tools
Self-managed teams are often very cohesive and effective, but sometimes they take too long to arrive at a solution
