“Leadership is an influence relationship among leaders and followers who intend real changes that reflect their shared purpose” (Daft, 2002)
Manage vs. Lead
“The difference may be summarized as activities of vision and judgment –effectiveness versus activities of mastering routines –efficiency” (Bennis& Nanus, 1997)
Manage: “to bring about, to accomplish, to have charge of or responsibility for, to conduct.”
Personality dimension | Leader | Manager |
Attitudes toward goals | Has a personal and active attitude; believes goals arise from desire and imagination | Has an impersonal, passive, functional attitude; believes goals arise out of necessity and reality |
Conceptions of work | Looks for fresh approaches to old problems; seeks high-risk positions, especially with high payoffs | Views works as an enabling process that combines people, ideas, and things; seeks moderate risk through coordination and balance |
Relationships with others | Is comfortable in solitary work activity; encourages close, intense working relationships; is not conflict averse | Avoids solitary work activity, preferring to work with others; avoids close, intense relationships; avoids conflicts |
Sense of self | Is twice born; engages in a struggle for a sense of order in life; questions life | Is once born; makes a straightforward life adjustment; accepts life as it is. |
“Leadership & management are distinct, yet complementary systems of action”
Effective leadership produces useful change - Effective management controls complexity
Effective leadership + good management =healthy organizations |
LEADERSHIP AND FOLLOWSHIP
Leadership: the process of guiding & directing the behavior of people in the work environment
· Formal leadership: the officially sanctioned leadership based on the authority of a formal position
· Informal leadership: the unofficial leadership accorded to a person by other members of the organization
Followership: the process of being guided & directed by a leader in the work environment
PURPOSE: THE MISSING FACTOR
- Vision –where we are going
- · Mission–who, when, how we will get there
- · Values–rules of engagement and norms of behavior
- · Purpose–why we do what we do
Some examples of company´s purposes
Coca Cola | Toyota |
To refresh the world... To inspire moments of optimism & happiness. To create value and make a difference | · To create a path to a new world · To work steadily towards the realization of society's dreams through the energy of people and technology |
EARLY TRAIT THEORIES OF LEADERSHIP
Attempted to identify what physical attributes, personality characteristics, and abilities distinguished leaders from other members of a group; some evidence that leaders are more intelligent, verbal, cooperative, and have higher level of scholarship. Very few valid generalizations can be made, however.
Authoritarian | Consultative | Democratic | Laissez-faire |
The classical approach. Manager retains as much power& decision making authority as possible. Do not consult staff, nor allowed to give any input. Staff expected to obey orders without receiving any explanations. EX: Hittler | The consultative leader will talk to everyone involved in or affected by a task to get their views and ideas. They will also keep informed of any changes. EX: Way that politics work in China | Participative style Keeps employees informed about things that affect their work and shares decision making and problem solving responsibilities EX: Colombia - Uribe | “Hands off” style It is one in which the manager provides little or no direction and gives employees as much freedom as possible. EX: Denmark |
Behavioral Theories
Leadership Behavioral Theory: Ohio State Studies
•Initiating Structure: Leader behavior aimed at defining and organizing work relationships and roles; establishing clear patterns of organization, communication, and ways of getting things done.
•Consideration: Leader behavior aimed at nurturing friendly, warm working relationships, as well as encouraging mutual trust and interpersonal respect within the work unit.
Leadership Behavioral Theory: Michigan Studies
Production-Oriented Leader…
•Constant leader influence:
Direct or close supervision Many written or unwritten rules and regulations•Focus on getting work done
Employee-Oriented Leader…
•Relationship-focused environment:
Less direct/close supervision Fewer written or unwritten rules and regulations•Focus on employee concern and needs
LEADERSHIP GRID (a simple assessment tool for leaders)
Previously known as managerial grid is a simple tool for leaders to assess their own style of working – what they do and how do they act and behave with their subordinates.
Leadership from the perspective of style approach
Leadership style has always fascinated researchers. Researchers studying style approach have broadly based their thinking on two types of leadership behaviour – task orientation or production orientation and relationship orientation or employee orientation. Task behaviour or production orientation is about leaders facilitate and reinforce achievement of a given task. This behaviour includes acts such as organizing, structuring and scheduling work, clarifying roles and responsibilities, attention to policy decisions, processes, product development and results. Relationship orientation or employee orientation is about leaders making subordinates feel comfortable with themselves and the job, building trust, commitment and respect in the teams, emphasizing human relations and providing good working conditions.
Blake & Mouton’s Leadership Grid
Leadership grid explains how leaders help organizations to achieve to achieve their objectives through the factors of concern for production or results (task behaviour) and concern for people (relationship behaviour). The grid consists of two axes – Y-axis representing concern for production while X-axis representing concern for people on a scale 9 points. 1 represents minimum concern and 9 the maximum.
CONTINGENCY THEORIES
Involve the belief that leadership style must be appropriate for the particular situation.
Path-goal theory (Robert House)
Assumptions…
Decision acceptance increases commitment and effectiveness of action.
Participation increases decision acceptance.
Description…
Decision quality is the selection of the best alternative, and is particularly important when there are many alternatives. It is also important when there are serious implications for selecting (or failing to select) the best alternative.
Decision acceptance is the degree to which a follower accepts a decision made by a leader. Leaders focus more on decision acceptance when decision quality is more important.
Situational leadership theory (Hersey-Blanchard)
NEW RESEACH IN LEADERSHIP
Transformational Leaders: Leaders who inspire followers to transcend their self-interests and achieve exceptional performance. EX: Mockus + Fajardo
Charisma Individualized consideration Inspirational motivation Intellectual stimulationCharismatic Leaders: A leader’s use of personal abilities and talents in order to have profound and extraordinary effects on followers. EX: Obama
Authentic Leader: A leader who is guided by explicit values that emphasize collective interest, enabling them to operate at high levels of moral integrity. Not egocentric. EX: Mandela
EMERGING ISSUES IN LEADERSHIP
Emotional intelligence
Self-awareness Emotional control Adaptability Self-confidenceEI & Buddhism
“Healing emotions: Conversations with the Dalai Lama on Mindfulness, Emotions, and Health”
Gender and Leadership
Do women and men lead differently? (Stereotypes)
Servant leadership
Transcends self-interest to serve the needs of others, by helping them grow professionally and emotionally.
QUESTION:
Do you (or would you want to) work in an autocratic, democratic, or consultative work environment? What might be the advantages and disadvantages of each?
I would prefer to work both in a democratic and consultative work environment where the employees can express their ideas and questions, and the manager interact with them creating a learning environment. The advantages of this two styles is basically that there is a participative mode of getting the tasks done, taking into account the views and ideas of all workers in order to make things better. In contrast, the autocratic work environment represents for me a much more restrictive expression by the workers because decision making power relies on the manager only. Also it means to me to reduce the possibilities to encourage the company to grow, because the ideas and different views of the employees that can contribute, might get lost.
References
Alagse articles: http://www.alagse.com/leadership/- Nelson, D.L. & Quick, J.C. (2010) OrganizationalBehavior: Science, TheReal Worldand You. South-Western CollegePublication, 7th. Ed.
- Bennis, W. G. (1989). On becoming a leader. Reading, MA: Addison-Wesley.
- Brilhart, J. K., and Galanes, G. J. (1989). Effective Group Decisions.
- Dubuque, IA: William C Brown Publishers. p. 201-203.
- Kotter, J. P. (1990). What leaders really do. Harvard Business Review, May-June, p. 103-11.
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