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Leadership & Change - JY LE ROUX - MA HEIZ 1

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LEADERSHIP THEORIES

LEADERSHIP

& CHANGE

THE GLOBAL CHALLENGE

OF LEADERS

COMPETITIVE

LEADERS STRATEGIES

BECOMING A LEADER

CHANGE MANAGEMENT

S4 – S5

GOVERNANCE

DIGITAL LEADER S7 – S8

Leadership & Change - JY LE ROUX - MA HEIZ - J RENICK2

Leadership & Change - JY LE ROUX - MA HEIZ

Evaluation

Modalité Type Poids

Evaluation de groupe

Group evaluation

Productions du groupe

Group production

Evaluation individuelle

Individual evaluation

Cas sur table

Final case

SESSIONS DATES GROUPE FRANCO & ANGLO

13.09.19 14.09.19 17.09.19 20.09.19 23.09.19 24.09.19 26.03.19

S2Stratégies des leaders performants

Performing leaders strategiesJR JYLR

S3Devenir leader

Becoming a leaderJR JYLR

S4Conduire le changement

Change managementMAH JYLR

S1Le challengeDes leaders globaux

Global leaders challengeJYLR MAH

S5Conduire le changementChange managementMAH JYLR

S6GouvernanceGovernanceMAH JYLR

S7Leadership des start-upsDigital start-up leadershipJR JYLR

Leadershiptheories

EBOOKS

https://edge.sagepub.com/northouse7e/student-resources/chapter-1/action-plan

What is leadership ?

LEADERSHIP

Qualities

Behaviour

StyleSituations

Transformation

Inspiration

Leaders are individuals who help create options and opportunities. They help identify choices and solve problems. Leaders build commitment and coalitions.

They do this by inspiring others and working with them to construct a shared vision of the possibilities and promise of a better group, organization, or community.

Leaders engage followers in such a way that many followers become leaders in their own right.

The varied demands of an increasingly complex world often require that leadership be shared by many of the members of a group, in ways appropriate for different situations.

WHAT IS LEADERSHIP ?

Visionary Evangelist

Persuades employees to work toward his/her vision of the future. Creates, sells, and drives the strategy of the organization. Serves as the spokesperson for the organization and demonstrates confidence in its potential for success. Takes charge, pushes for action and instills a sense of urgency to achieve the organization's goals.

Team and Consensus Builder

Develops teamwork, commitment, alignment and employee motivation by involving, empowering and creating a positive work environment.

Develops loyalty by investing in building relationships with others and by showing interest in employees needs, growth and career development.

Is open to their ideas and willing to share power.

THE THREE PILLARS OF LEADERSHIP

Manager of Execution

Provides organization, focus and clarity of direction to employees. Good administrator. Structured, disciplined, and skilled at setting short term targets and goals. Good at setting priorities and meeting commitments. Sets up systems and processes. Worries about the details. Monitors results versus plans and provides the rigor and control necessary to stay on course and correct for deviations from

the plan. Gets results.

THE THREE PILLARS OF LEADERSHIP

Ten Leadership Theories in Five Minutes

Leadership & Change - JY LE ROUX - MARIE-AUDE HEIZ 12

Main theoriesOf leadership

• Great Man Theory

• Trait Theory

• Behavioural Theories

-Ohio state Studies and Michigan Studies

-Managerial Grid

• Contingency Theory :

- Fiedler’s Least Preferred Co-worker (LPC) Theory

-Cognitive Resource Theory

• Situational Theory :

-Hersey and Blanchard’s Situational Theory

-House’s Path Goal Theory

-Leader Participation Model

OVERVIEW OF THEORIES

• Leaders are born, not made.

• This approach emphasized that a person is born with or without the necessary traits of leaderships.

Early explanations of leadership studied the “traits” of great leaders▪ “Great man” theories (Gandhi, Lincoln, Napoleon)

▪ Belief that people were born with these traits and only the great people possessed them

GREAT MAN THEORY

• Great Man approach actually emphasizes “charismatic” leadership, charismabeing the Greek word for gift.

• No matter what group such a natural leader finds himself in, he will always berecognized for what he is.

• According to the great man theory of leadership, leadership calls for certain qualities like commanding personality, charm, courage ,intelligence, persuasiveness and aggressiveness.

GREAT MAN THEORY

• What characteristics or traits make a person a leader?

• Great Man Theory: Individuals are born either with or without the necessary traits for leadership

• Trait theories of leadership sought personality, social, physical or intellectual traits that differentiate leaders from non leaders

• Trait view has little analytical or predictive value

• Technical, conceptual and human skills (Katz 1974)

TRAIT THEORY

Leadership Traits:

• Ambition and energy

• The desire to lead

• Honesty and integrity

• Self-confidence

• Intelligence

• Job-relevant knowledge

TRAIT THEORY

Trait Theories

The trait theory is based on the great man theory, but it is more systematic in its analysis

of leaders. Like the great man theory, this theory assumes that the leader’s personal traits

are the key to leadership success.

Abilities

lSupervising Ability

Intelligence

Initiative

Personal Traits

Self-Assurance

Decisiveness

Masculinity/Famininity

Maturity

Working Class Affinity

Motivators

Need for Occupational

Self-actualization

Power Over Others

High Financial Reward

Job Security

Achievement

Personality Traits

TRAIT THEORY

• Intelligence

• Physical Features

• Inner Motivation

• Maturity

• Vision & Foresight

• Acceptance of Responsibility

• Open-Minded and adaptability

• Self-confidence

• Human Relations Attitude

• Fairness and Objectivity

TRAITS OF LEADERS

Trait TheoriesLimitations:

• No universal traits that predict leadership in all

situations.

• Traits predict behavior better in “weak” than “strong”

situations.

• Unclear evidence of the cause and effect of relationship

of leadership and traits.

• Better predictor of the appearance of leadership than

distinguishing effective and ineffective leaders.

TRAITS THEORY LIMITS

• Behavioural theory attempts to describe leadership in terms of what leaders do,

while trait theory seeks to explain leadership on the basis of what leaders are.

Leadership according to this approach is the result of effective role behaviour.

Leadership is shown by a person’s acts more than by his traits.

• This is an appropriate new research strategy adopted by Michigan Researchers in

the sense that the emphasis on the traits is replaced by the emphasis on leader

behaviour (which could be measured).

BEHAVIOURAL THEORY

Theories proposing that specific behaviors differentiate leaders from non leaders.

• Pattern of actions used by different individuals determines leadership potential.

• Examples• Autocratic, democratic and laissez-faire

• Michigan Studies: Employee centered versus task centered

• Behavioral studies focus on identifying critical behavioral determinants of leadership that, in turn, could be used to train people to become leaders.

BEHAVIOURAL THEORY

• The Ohio State Studies sought to identify independent dimensions of leaderbehavior• Initiating structure

• Consideration

• The University of Michigan Studies sought to identify the behavioralcharacteristics of leaders related to performance effectiveness• Employee oriented

• Production oriented

BEHAVIOURAL LEADERSHIP STUDIES

11–27Leadership & Change - JY LE ROUX - MA HEIZ 27

OHIO STATE STUDIES

11–28Leadership & Change - JY LE ROUX - MA HEIZ 28

UNIVERSITY OF MICHIGAN STUDIES

• Contingency Theories

• Fiedler Model▪ Cognitive Resource Theory

• Hersey and Blanchard’s Situational Theory

• Leader-member Exchange Theory

• Path-Goal Theory

• Leader Participation Model

CONTINGENCY THEORIES

While trait and behavior theories do help us understand leadership, an important component is missing: the environment in which the leader exists.

Contingency Theory deals with this additional aspect of leadership effectiveness studies.

CONTINGENCY THEORIES

• The theory that effective groups depend upon a proper match between a leader's style ofinteracting with subordinates, and the degree to which the situation gives control andinfluence to the leader.

• There are basically three steps in the model

1) Identifying Leadership Style

2) Defining the Situation

3) Matching leaders and situations

FIEDLER MODEL

Fiedler Model

FIEDLER MODEL

1) IDENTIFYING LEADERSHIP STYLE –

FIEDLER MODEL

• Fiedler believes a key factor in leadership success is the individual’s basic leadership styleSo he created the Least Preferred Co-worker (LPC)

• Questionnaire

• LPC: An instrument that tells to measure whether a person is task or relationship oriented

• Fiedler's Contingency Model

If the low LPC score then the person is task oriented

If the high LPC score then the person is relationship oriented

LEAST PREFERRED CO-WORKER (LPC)

LPC Scoring

• Your final score is the total of the numbers you circled on the 18 scales

• 57 or less = Low LPC (task motivated)

• 58-63 = Middle LPC (socio-independent leaders, self directed and not overly concerned with the task or with how others view them)

• 64 or above = High LPC (motivated by relationships)

2) DEFINING THE SITUATION -FIEDLER MODEL

• Fiedler identified three contingency dimensions that define the key situational factors

1. Leader-member relations :

The degree of confidence, trust, and respect, members have in the leader

2. Task structure :

The degree to which the job assignments are procedurized

3. Position Power :The degree of influence a leader has over power

variables such as hiring, firing, promotion etc.

3) MATCHING LEADERS AND SITUATIONS –FIEDLER MODEL

• After knowing the leadership style through LPC and defining all the situations, we will choose the leader who will fit for the situation.

• Two ways in which to improve leader effectiveness

1) Change the leader to fit the situation

2) Change the situation to fit the leader

• A theory of leadership that states that stress unfavorably effects the situation,and intelligence, and experience can lessen the influence of stress on the leader.

COGNITIVE RESOURCE THEORY

• A refinement of Fielder’s original model :• Focuses on stress as the enemy of rationality and creator of unfavorable conditions

• A leader’s intelligence and experience influence his or her reaction to that stress

• Stress Levels:• Low Stress: Intellectual abilities are effective

• High Stress: Leader experiences are effective

COGNITIVE RESOURCE THEORY

MANAGERIAL GRID ( BLAKE & MOUTON)

• A model that focuses on follower “readiness”

• Followers can accept or reject the leader• Effectiveness depends on the followers’ response to the leader’s actions• “Readiness” is the extent to which people have the ability and willingness to accomplish a

specific task

• A paternal model

• As the child matures, the adult releases more and more control over the situation• As the workers become more ready, the leader becomes more laissez-faire

HERSEY & BLANCHARD’S SITUATIONAL LEADERSHIP (SLT)

Hersey & Blanchard’s Situational Leadership (SLT)

• Hersey and Blenchard identify four specific leader behaviors

• The most effective behavior depends on the follower’s ability and motivation

• If followers are unable and unwilling to do a task,the leader needs to give specific and clear directions.

• If followers are unable and willing,The leader need to display a high task orientation.

• If the followers are able and unwilling,The leader needs to use a supportive and participative style.

• If followers are both able and willing,The leader doesn't need to do much.

HERSEY & BLANCHARD’S SITUATIONAL LEADERSHIP (SLT)

• Leaders create in-groups and out-groups, and subordinates with in-group status will have higher performances ratings, less turnover, and greater satisfaction with their superior.

• LMX Premise:• Because of time pressures, leaders form a special relationship with a small group of

followers: the “in-group”• This in-group is trusted and gets more time and attention from the leader (more

“exchanges”)• All other followers are in the “out-group” and get less of the leader’s attention and tend to

have formal relationships with the leader (fewer “exchanges”)• Leaders pick group members early in the relationship

LEADER-MEMBER EXCHANGE (LMX) THEORY

Leader-Member Exchange

(LMX) Theory

• The theory that a leader’s behavior is acceptable to subordinates insofar as they view it as a source of either immediate or future satisfaction.

• The Theory:

• Leaders provide followers with information, support, and resources to help them achieve their goals

• Leaders help clarify the “path” to the worker’s goals• Leaders can display multiple leadership types

HOUSE’S PATH-GOAL THEORY

Path-Goal Theory

Four types of leaders:

• Directive : focuses on the work to be done

• Supportive : focuses on the well-being of the worker

• Participative : consults with employees in decision-making

• Achievement-Oriented : sets challenging goals

In 1978, a Pulitzer Prize-winning political historian, James MacGregor Burns, published a book called “Leadership”.

In that book Burns challenged the way we think about leadership concepts. He argued that there are two basic types of leadership: transactional and transformational.

Transactional leaders influence followers by means of an equitable exchange or transaction

Transformational leadership is, however, quite different. It involves a strong personal identification with the leader. Followers join in a shared vision of the future, going beyond self-interest and the pursuit of personal rewards. The transformational leader influences followers to perform beyond expectations.

TRANSACTIONAL AND TRANSFORMATIONAL LEADERSHIP

Transactional leaders influence followers by means of an equitable exchange or transaction. That is, they give followers money, praise, or some other reward (or punishment) in exchange

for the followers’ effort and performance.

Transactional leaders recognize the rewards followers want from their work and try to see that they get them in exchange for performance.

In addition, good transactional leaders work with followers, first to understand what followers want and then to help make clear to followers what they must do to get the results the leader wants and, therefore, gain the rewards the followers desire.

The best transactional leaders go even farther : they help followers develop the confidence they need to achieve their goals.

TRANSACTIONAL LEADERSHIP

Transactional leaders

Transformational leadership involves a strong personal identification with the leader.

Followers join in a shared vision of the future, going beyond self-interest and the pursuit of personal rewards.

The transformational leader influences followers to perform beyond expectations.

This means first creating an awareness of the importance of achieving valued outcomes. To do this, transformational leaders work to define shared values and beliefs, a kind of

organizational culture that enables followers to get beyond their own self-interests and commit themselves to team, group, or organizational goals.

Transformational leaders then help followers develop strategies for accomplishing goals. They enable followers to develop and expand their own vision and transform purpose into action that produces results.

TRANSFORMATIONAL LEADERS

Transactional or managerial leadership is, in its own way, just as important as transformational leadership.

After all, if things aren’t done right it seems unlikely that performance outcomes will be good, let alone exceptional. The keys to effective management were partly defined by early leadership research.

That is, developing supportive follower relations, providing clear task direction and coaching, and knowing when to do what, go hand in hand with fair reward policies and with concerns for getting the work done right.

Being an effective transformational leader calls for certain skills beyond those needed for good management.

Cognitive, emotional, and behavioral personality orientations that can, at least to some degree, be developed.

TRANSACTIONAL /TRANSFORMATIONAL LEADERS

VROOM & YETTON’S LEADER-PARTICIPATION MODEL

A leadership theory that provides a set of rules to determine the form and amount of participative decision making in different situations.

How a leader makes decisions is as important as what is decided

Premise :

Leader behaviors must adjust to reflect task structure.

“Normative” model : tells leaders how participative to be in their decision-making of a decision tree.

Vroom & Yetton’s Leader-Participation Model

CHARISMATIC LEADERSHIP THEORY – CONGER & KANUNGO

The theory that followers make

attributions of heroic or extraordinary leadership abilities when they observe certain behavior.

Charismatic leaders have an idealized goal they want to achieve and a strong personal commitment to that goal.

They are perceived as unconventional.

They are assertive and

self-confident.

They are perceived as agents of radical change rather than as managers of the status quo.

Key characteristics of Charismatic LeadersSelf-confidence Complete confidence in their judgement and ability

Vision Idealized goal that proposes a future better than status quo.

Ability to articulate the vision

Able to clarify and state in the vision in terms that are understanble to others. Understanding of the followers’needs, that acts as a motivation force

Strong convictions about the vision

Strongly committed and willing to take on high personal risk, incur high costs, and engage in self-sacrifice to achieve their vision

Behavior out of the ordinary

Novel, unconventional, and counter to norms. When successful, these behaviors evoke surprise and admiration to followers

Change agent Agents of radical change rather than caretakers of the status quo

Environmental sensitivity Realistic assessments of the environmental constraints and resources needed to bring about change

AUTHENTIC LEADERSHIP

SERVANT LEADERSHIP

LEADERSHIP PRACTICES INVENTORY

James Kouzes and Barry Posner developed a survey (The Leadership Practices Inventory) that asked people which, of a list of common characteristics of leaders, were, in their experiences of being led by others,

The seven top things they look for, admire and would willingly follow.

75,000 people over 20 years.

Leadership Practices Inventory

• Honest

• Forward‐looking

• Competent

• Inspiring

• Intelligent

• Fair‐minded

• Broad‐minded

• Supportive

• Straightforward

• Dependable

Cooperative

Determined

Imaginative

Ambitious

Courageous

Caring

Mature

Self‐controlled

Independent

KEYS TO SUCCESSFUL LEADERSHIP

Model the Way

Inspire a Shared Vision

Challenge the Process

Enable others to Act

Encourage the Heart

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