Leadership

Chapter 13

Suzaan Hughes
 Complete the following sentences...

•I would follow a leader who…

•Some people think they are good leaders,

but they are not because they…

•I want to be the kind of leader who…

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 The Nature of Leadership

•Leadership
•The process of inspiring others to work hard to
accomplish important tasks

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 The Nature of Leadership

•Many styles of leadership can be effective

•People, influence and goals

✓Leadership is the ability to influence people toward the

attainment of goals

✓Reciprocal, occurring among people

✓A “people” activity, different than administration and

problem solving

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 Contemporary Leadership

•Leadership evolves as the needs of the organization change

•Leadership has evolved with technology, economic, labour,

social and cultural changes

•Responding to the turbulence and uncertainty of the

environment

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 Contemporary Leadership

Four approaches for today’s turbulent times:

• Level 5 leadership

• Servant leadership

• Authentic leadership

• Interactive leadership (gender differences)

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 Level 5 Leadership

Highest level in a hierarchy of manager capabilities

• Lack of ego (humility)

• Fierce resolve to do what is best for organization

• Shy and self-effacing

• Credit other people

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13.1 - Level 5 Hierarchy

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 Servant Leadership Costa Concordia
Capt Francesco
Schettino

•Work exists for the development of the worker

•Servant leaders transcend self-interest to serve others

•Servant leaders give away power, ideas, information,

recognition, credit and money

Maersk Alabama
Capt Richard
Phillips

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 Authentic Leadership

• Leaders who know and understand themselves

• Espouse and act with higher order ethical values
• Staying true to one’s values and beliefs
• Inspire trust and commitment
• Respect diverse viewpoints
• Encourage collaboration
• Help others learn, grow and develop as leaders

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13.2 - Components of Authentic Leadership

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 Jose Mujica
• Former freedom fighter. President of Uruguay 2010-2015
• Donated 90% of salary to charity-Therefor earned average
working wage in Uruguay
• While neighbouring Argentina and Brazil have suffered downturns in recent
years, Uruguay has had rising salaries and a historically low unemployment rate.
• "I'm called 'the poorest president', but I don't feel poor. Poor people are those
who only work to try to keep an expensive lifestyle, and always want more and
more," he says.
• “As soon as politicians start climbing up the ladder, they suddenly become kings.
I don't know how it works, but what I do know is that republics came to the world
to make sure that no one is more than anyone else. You need a palace, red
carpet, a lot of people behind you saying 'Yes, sir.' I think all of that is awful.”
• And all that after being shot six times and being put in jail for 14 years for
opposing the country's former dictatorship
• "I've no doubt that had I not lived through that I would not be who I am today.
Prison, solitary confinement had a huge influence on me. I had to find an inner
strength. I couldn't even read a book for seven, eight years - imagine that!"
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 Interactive leadership

•Associated with Level 5 leaders and female leaders

•Interactive leadership means that the leader favours a
consensual and collaborative process
✓Influence derives from relationships rather than position power
and formal authority

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 From Management to Leadership

•Good management is essential to organizations

•However, good managers must be leaders

•Management promotes stability and order within the existing

organizational structure

•Leadership motivates toward vision and change

•Leadership cannot replace management, there should be a

balance

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13.4 - Leader and Manager Qualities

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 Leadership Traits
• Early research on leadership focused on traits
• Traits – distinguishing personal characteristics of a leader
✓Intelligence, honesty, self-confidence and appearance
• Great Man Approach to leadership
• Traits are reemerging as a leadership interest
• Effective leaders possess varied traits and combine these with their
strengths
• Strengths – natural talents and abilities that have been supported and
reinforced with learned knowledge and skills
✓Provides individual with best tools for accomplishment and satisfaction

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13.5 - Personal Characteristics
of Leaders

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 Behavioural Approaches

•Research beyond leadership traits

•Defined two leadership behaviours:

✓Task-oriented behaviour

✓People-oriented behaviour

•Foundation of important leadership studies

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 Ohio State Studies
Identified two major behaviours:
• Consideration; people oriented

✓Mindful of subordinates

✓Respects ideas and feelings

✓Establishes mutual trust

• Initiating structure; task behaviour

✓Task oriented

✓Directs work activities toward goals

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 University of Michigan Studies

Compared the behaviour of effective and ineffective supervisors

• Employee-centered leaders (most effective)
✓Establish high performance goals
✓Display supportive behaviour
• Job-centered leaders (not effective)
✓Less concerned with goal achievement/human needs
✓Focus on meeting schedules, cost-management and
efficiency

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13.6 - The Leadership Grid

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 Contingency Approaches

How do situations influence leader effectiveness?

• The Situational model of leadership

• Fielder’s contingency theory

• Situated substitutes for leadership

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 The Situational Model of Leadership
•Extension of behavioural theories

•Focus on characteristics of followers

•Seek appropriate leadership behaviour

•Subordinates vary in readiness determined by:

✓Degree of willingness and ability a subordinate demonstrates
while performing a task

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13.7 - The Situational Model of Leadership

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 Fiedler’s Contingency Theory
•Leader’s style is task oriented or relationship oriented

✓Relatively fixed leadership style that is difficult to change

•Goal is to match the leader’s style to the organizational situation

•Analyze the leader’s style to the favourability of the situation

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13.8 - How Leader Style
Fits the Situation

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 Situational Substitutes for Leadership

•There are situations where leader style is unimportant

•There are situations and variables that can substitute or

neutralize leadership characteristics

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13.9 - Substitutes and Neutralizers for Leadership

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 Charismatic and Transformational Leadership
•Charismatic leaders are skilled in the art of visionary leadership
✓Vision is an attractive, ideal future
•Inspire and motivate people to do more
✓A lofty vision
✓Ability to understand and empathize
✓Empowering and trusting subordinates
•Visionary leaders speak to the hearts of employees to be a
part of something big

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Transformational versus Transactional Leadership

Transactional Transformational
• Clarify tasks • Innovative
• Initiate structure • Recognize follower
• Provide awards needs
• Improve productivity • Inspire followers
• Hard working • Create a better future
• Tolerant and fair minded • Promote significant
• Focus on management change

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 Followership
•Organization does not exist without followers
•Understand followers: critical thinking versus dependent
uncritical thinking
✓Alienated follower
✓Conformist
✓Pragmatic survivor
✓Passive follower
✓Effective follower

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13.10 - Styles of Followership

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 Power and Influence

•Position Power
✓Legitimate power
Both leaders
✓Reward power
and followers
✓Coercive power use power to
•Personal Power get things done
• Expert power
• Referent power

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 Power and Influence

Other sources of power

• Personal effort
• Network of relationships
• Information gatekeepers

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13.11 - Six Interpersonal Influence Tactics for Leaders

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