What is effective leadership

What is effective leadership? 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. __________________________ __________________________ __________________________ __________________________ __________________________ __________________________ __________________________ __________________________ __________________________ __________________________ LEADERSHIP THE ABILITY TO INFLUENCE PEOPLE BASES OF INFLUENCE French & Raven LEGITIMATE COERCIVE REWARD EXPERT REFERENT BASES OF INFLUENCE Weber LEGITIMATE TRADITIONAL CHARISMATIC BASES OF INFLUENCE Another view CONTROL RESOURCES AWARE OF IT WANT TO HAVE POWER KNOW HOW TO USE IT LEADERSHIP & MANAGER DELEGATION OF AUTHORITY MOTIVATION CONTROL CULTURE VISION LEADERSHIP TRAITS NO CONSISTENT SET OF TRAITS Also see Attribution Theory THEORY X 1. PEOPLE INHERENTLY DISLIKE WORK, WILL AVOID IT 2. NOT TAKE RESPONSIBILITY, WANT FORMAL DIRECTION 3. WANT SECURITY, LITTLE AMBITION 4. MUST BE COERCED, CONTROLLED, THREATENED THEORY Y 1. WORK NATURAL AS PLAY, REST 2. SELF DIRECTION, SELF CONTROL 3. ACCEPT, SEEK RESPONSIBILITY 4. ABILITY TO MAKE GOOD DECISIONS NORMAL LEADER BEHAVIOR Lewin, Lippit, Whyte Satisfaction Productivity Demo. Author. Laissez Faire + + ? + ? LEADER BEHAVIOR Ohio State INIATING STRUCTURE:  STRESS GOALS  DEFINES, STRUCTURES ROLES CONSIDERATION  CONCERN FOR SUBORDINATE’S NEEDS, FEELSINGS BEHAVIOR MODELS OF LEADERSHIP Ohio State IS Michigan Production Oriented Managerial Grid Fiedler Hershey Blanchard Task Behavior Concern for Task Production Oriented Consideration Employee Oriented Concern for Relationship Relationship People Behavior Oriented LIFE CYCLE Hersey & Blanchard HIGH PARTICIPATING SELLING LOW DELEGATING TELLING LOW HIGH TASK BEHAVIOR MODERATE HIGH LOW SUBORDINATE MATURITY PATH - GOAL House 4 BEHAVIORS DIRECTIVE SUPPORTIVE ACHIEVEMENT ORIENTED PARTICIPATIVE DIRECTIVE INFORMS SUBORDINATES WHAT IS EXPECTED SCHEDULES WORK GIVES SPECIFIC GUIDANCE SUPPORTIVE IS FRIENDLY SHOWS CONCERN FOR NEEDS OF SUBORDINATES ACHIEVEMENT ORIENTED SETS CHALLENGING GOALS EXPECTS SUBORDINATES TO PERFORM AT THEIR HIGHEST LEVEL PARTICIPATIVE CONSULTS WITH SUBORDINATES USES THEIR SUGGESTIONS FINDINGS Directive leadership; greater satisfaction when tasks are ambiguous or stressful than when they are highly structured. FINDINGS Supportive leadership; higher performance and satisfaction with structured tasks. FINDINGS Directive leadership; perceived as redundant by subordinates with high perceived ability or with considerable experience. FINDINGS Clear formal authority; use more supportive behavior and less directive. FINDINGS Directive leadership; higher satisfaction when substantive conflict within the group. FINDINGS Achievement leadership; increases subordinates’ expectancies that effort will lead to high performance when tasks are ambiguous. FINDINGS Participative leadership; people with internal locus of control more satisfied with it. FINDINGS Directive leadership; people with external locus of control more satisfied with it. LEADER PARTICIPATION Vroom & Jago See participative decision making CHARISMATIC LEADERSHIP ALSO SEE TRANSFORMATIONAL LEADERSHIP TRANSFORMATIONAL LEADERSHIP INFLUENCES PEOPLE TO PERFORM ABOVE NORMAL EXPECTATIONS TRANSFORMATIONAL LEADERSHIP CHARISMATIC INSPIRATIONAL INTELLECTUAL STIMULATION INDIVIDUALIZED CONSIDERATION PRINCIPLE CENTERED BEHAVIOR BASE IS PRINCIPLES HONESTY FAIRNESS INTEGRITY ATTRIBUTION THEORY ATTRIBUTE LEADERSHIP SKILLS TO SUCCESSFUL PEOPLE PEOPLE IN TRADITIONAL ROLES PEOPLE WE LIKE HIGH STATUS PEOPLE PHYSICAL CHARACTERISTICS/THINGS Head of the table Height PRACTICAL APPROACH? FACTORS IN THE MANAGER THE SUBORDINATES THE SITUATION ANALYZE AND BE FLEXIBLE THE MANAGER  VALUE SYSTEM  BELIEF ABOUT INVOLVING SUBORDINATES  CONFIDENCE IN SUBS.  LEADERSHIP INCLINATIONS  DIRECTIVE, SUPPORTIVE  SKILL IN DELEGATING  OTHER FACTORS  TOLERANCE FOR AMBIGUITY  CONTROL THE SUBORDINATES  INDEPENDENCE  TAKE RESPONSIBILITY  TOLERANCE FOR AMBIGUITY  INTEREST  UNDERSTAND, AGREE WITH GOALS  KNOWLEDGE, EXPERIENCE  EXPECTATIONS THE SITUATION TYPE OF ORGANIZATION VALUES, CULTURE GEOGRAPHICAL DISPERSION INFORMATION AVAILABLE? TIME PRESSURE DIFFICULT TO BE FLEXIBLE?  PERSONALITY STRUCTURED AT VERY EARLY AGE  COMPLEX HISTORY OF PAST BEHAVIOR  LITTLE FEEDBACK ABOUT CAUSE & EFFECT  TOP MANAGEMENT INFLUENCE SUBSTITUTES FOR LEADERSHIP  PERSONAL FACTORS LOCUS OF CONTROL INDEPENDENCE EXPERIENCE SUBSTITUTES FOR LEADERSHIP JOB, ORG. FACTORS ROUTINE STRUCTURED GOALS, RULES, ETC. SUBSTITUTES FOR LEADERSHIP GROUP FACTORS NORMS COHESION INFORMAL LEADER