LEADERSHIPCSH Pharma group

A ChallengeA Challenge

Please write a One Sentence Definition for

LEADERSHIP.

LeadershipLeadership

Leadership is a complex process involving three dimensions:

• the leader;

• the employees; and

• the demands of the situation.

What is leadership?

• Leadership is the initiation of action to solve a problem

• Leadership is directing or controlling the activity of a group

• Leadership is influencing the activities of group as it moves toward its goals.

•A person who leads others along a way; a guide.

Leadership is power, But power is not necessarily leadership.

Power is the ability to get others to do what you want them to do.

Sources of Power and Leadership

Power from Personal Characteristics

YES NOPower from The Position

YES

NO

Officer Formal Leader

Follower Informal Leader

Leadership: The exercise of influence by one member of a group or organization over other members to help the group or organization achieve its goals.

Leader: An individual who is able to influence group or organizational members to help the group or organization achieve its goals.

Leader Effectiveness: The extent to which a leader helps a group or organization to achieve its goals.

Leadership - Key Terms

Formal and Informal Leaders

• Formal Leader: A member of an organization who is given authority to influence other organizational members to achieve organizational goals.

• Informal Leader: An organizational member with no formal authority to influence others, but who has special skills or talents to influence others.

Early Approaches to Leadership

The TRAIT THEORY seeks to identify personal characteristics that effective leaders possess.

The BEHAVIOR THEORY focuses on the behaviors that effective leaders engage in.

Leadership Trait Theory

• Sir Francis Galton

- One of the earliest leadership theorists- Wrote “Hereditary Genius” pub. 1869- Believed leadership qualities were genetic

• This theory assumes physical and psychological characteristics account for effective leadership

- Basic intelligence- Clear and strong values- High personal energy

• Edwin Gheselli identified six traits for effective leadership:

- Need for achievement- Intelligence- Decisiveness- Self-confidence- Initiative- Supervisory ability

Trait Theory Applied

Paul Von Hindenburg

First Chancellor of Germany, post WWIUsed the trait theory for selecting and developing military leaders

Primary qualities for leadership ability

Intelligence (bright vs. dull)Vitality (energetic vs. lazy)

Examples of Trait Theory

• Bright, lazy—staff officer• Energetic, dull—frontline soldier• Bright, energetic—field commander• Lazy, dull—left to find their own level of effectiveness

Criticisms of the Trait Approach

• Some effective leaders do not possess all of these traits, and some leaders who possess these traits are not effective.

• For at least some traits, it is not clear which comes first, being in a leadership position or possessing the trait in question.

• The trait approach provides little guidance concerning what advice or training to give current or soon-to-be leaders.

• The approach ignores the situation in which leadership takes place.

In the 1930s, emphasis on behaviorism moved researchers in the direction of leadership behavior

Kurt Lewin trained assistants in behaviors indicative of three leadership styles:

• Autocratic: tight control of group activities, decisions made by the leader

• Democratic: group participation, majority rule

• Laissez-faire: little activity of any type by the leader

Leadership Behavior Theory

• In the 1940s, research focused on leader behaviors

- Assumed that leaders take distinct actions

• Ralph Stogdill at Ohio State University - Helped develop the Leader Behavior Description Questionnaire

(LBDQ)- Respondents described leaders’ behavior in two dimensions:

1. Initiating structure2. Showing consideration

Findings of a Leader Behavior Description Questionnaire (LBDQ) study:

- The Democratic style was more beneficial for group performance

- The leader’s behavior impacted the performance of followers

Initiating Structure

• Leaders taking action to define the:

- Relationship between themselves and staff-Role each staff member will assume

• Measures of initiating structure:

- Trying out new ideas - Encouraging slow workers to work harder- Meeting deadlines- Meeting at scheduled times- Making sure everyone works to capacity

Showing Consideration

• Showing consideration means…

- taking action to develop trust, respect, support, and friendship with subordinates• Measures of consideration:

- Being helpful- Treating all people as equals- Willing to make changes- Standing behind subordinates- Doing things to make group membership pleasant

Leadership Behavior Theory

• Rensis Likert at the University of Michigan conducted leadership studies

- Studied leaders’ behaviors related to worker motivation and group performance- Identified two dimensions of behavior:

• Job centered (initiating structure)

• Employee centered (showing consideration)

Robert Blake and Jane Mouton

- Developed a managerial grid reflecting Ohio and Michigan dimensions

- The ideal leader has high concern for both production and people

Managerial Grid

• Major management styles and concerns:

- Impoverished: low production, low people

- Sweatshop: high production, low people

- Country Club: high people, low production

- Status Quo: medium production, medium people

-Fully Functioning: high production, high people

Two additional styles

- Paternalistic: high concern for production, use of rewards for compliance and loyalty

- Opportunistic: promotes his/her own advancement

•

Behavior Theory Applied

Margot Morrell documented Ernest Shackleton’s endurance expedition and the lessons he learned:

- Leading by example

- Communicating a vision

- Keeping morale up

- Maintaining a positive attitude

Successful leaders execute these points

Criticisms of the Behavior Approach

• The relationship between leader behaviors and subordinate performance and satisfaction are not necessarily clear-cut.

• The behavior approach ignores the situation in which leadership takes place.

Leadership Contingency Theory

Both trait and behavioral theories tried to identify the one best leader or style for all situations

- By the late 1960s, it became apparent that there is no such universal answer

Leadership effectiveness depends on a combination of the:

- Leader - Followers - Situational factors

Leader Styles

• According to Fiedler, a leader’s style is an enduring personal characteristic. Fiedler created the least preferred coworker (LPC) scale to measure it.

• Leaders who are relationship-oriented want to be liked by and to get along well with their subordinates.

- Also called High LPC leaders because they tend to

describe their LPC in relatively positive terms.

• Leaders who are task-oriented want their subordinates to perform at a high level and accomplish all of their assigned tasks.

- Also called Low LPC leaders because they tend to

describe their LPC in relatively negative terms.

Situational Characteristics•According to Fiedler, three characteristics determine how favorable situations are for leading.

•Leader-Member Relations: The relationship between a leader and his or her followers.

- Situation is favorable for leading when relations are good.

•Task Structure: The extent to which the work to be performed by a group is clearly defined.

- Situation is favorable for leading when structure is high.

•Position Power: The amount of formal authority a leader has.

- Situation is favorable for leading when power is high.

Matching Style and Situation

• High LPC leaders are most effective in situations that are moderately favorable for leading.

- Octants IV, V, VI, and VII

• Low LPC leaders are most effective in situations that are very favorable or very unfavorable for leading.

- Octants I, II, III, and VIII

Path-Goal Theory

A theory which describes how leaders can motivate their followers to achieve group and organizational goals and the kinds of behaviors leaders can engage in to motivate followers.

• Effective leaders motivate their followers to achieve group and organizational goals.

• Effective leaders make sure that they have control over outcomes their subordinates desire.

• Effective leaders reward subordinates for performing at a high level or achieving their work goals by giving them desired outcomes.

• Effective leaders raise their subordinates’ beliefs about their ability to achieve their work goals and perform at a high level.

• In determining how to treat their subordinates and what behaviors to engage in, effective leaders take into account their subordinates’ characteristics and the type of work they do.

Path-Goal Theory: Guidelines

• Determine what outcomes subordinates are trying to obtain in the workplace and make sure that you have control over them.

• Reward subordinates for performing at a high level or achieving their work goals by giving them desired

• Make sure subordinates believe that they can obtain their work goals and perform at a high level.

Path-Goal Theory:Four Types of Behavior

Directive behavior lets subordinates know what tasks need to be performed and how they should be performed.

Supportive behavior lets subordinates know that their leader cares about their well-being and is looking out for them.

Participative behavior enables subordinates to be involved in making decisions that affect them.

Achievement-oriented behavior pushes subordinates to do their best. Includes setting difficult goals for followers, expecting high performance, and expressing confidence.

Vroom and Yetton Model

• A model that describes the different ways in which leaders can make decisions and guides leaders in determining the extent to which subordinates should participate in decision making.

• The model first requires leaders to determine whether an individual or a group decision needs to be made.

- Individual decisions pertain to a single subordinate. - Group decisions pertain to a group of subordinates

Decision-Making Styles

Autocratic (A)Autocratic (A) - The leader makes the decision without input from subordinates.

Consultative (C)Consultative (C) - Subordinates have some input, but the leader makes the decision.

Group (G)Group (G) - The group makes the decision; the leader is just another group member.

Delegated (D)Delegated (D) - The leader gives exclusive responsibility to subordinates.

Questions Leaders Must Ask

A. Is there a quality requirement such that one solution is likely to be more rational than another?B. Do I have sufficient information to make a high-quality decision?C. Is the problem structured?D. Is acceptance of decision by subordinates critical to effective implementation?E. If I were to make the decision by myself, is it reasonably certain that it would be accepted by my subordinates?F. Do subordinates share the organizational goals to be attained in solving this problem?G. Is conflict among subordinates likely in preferred solutions?H. Do subordinates have sufficient information to make a high- quality decision?

Group Problems and Decisions

AI.

AII.

CI.

CII.

GII.

Leader solves the problem or makes the decision using information available at the time. No outside input.

The leader obtains the necessary information from subordinates.The leader makes the decision.

The leader shares the problem with the relevant subordinatesindividually and gets their ideas and suggestions without bringingthem together as a group. The leader makes the decision.

The leader shares the problem with subordinates as a group, obtaining their ideas and suggestions. The leader makes the decision.

The leader shares the problem with subordinates as a group, does nottry to influence the group, and is willing to accept and implementany solution that has the support of the entire group.

LeastParticipative

MostParticipative

Individual Problems and Decisions

AI.

AII.

CI.

CII.

GII.

The leader solves the problem or makes the decision usinginformation available at the time. No outside input.

The leader obtains the necessary information from the subordinateinvolved in the decision. The leader makes the decision.

The leader shares the problem with the subordinate and asks forideas and suggestions. The leader makes the decision.

The leader shares the problem with the subordinate, and togetherthey analyze the problem and arrive at a mutually agreeablesolution.

The leader delegates the problem to the subordinate, provides anyrelevant information, but gives the subordinate responsibility forsolving the problem.

LeastParticipative

MostParticipative

Leader-Member Exchange Theory

• A theory that describes the different kinds of relationships that may develop between a leader and a follower and what the leader and the follower give to and receive back from the relationship.

• Leader-follower Dyad: The relationship between a leader and a follower.

• In-group: A leader-follower dyad characterized by mutual trust, commitment, and involvement.

• Out-group: A leader-follower dyad in which the leader relies on his or her formal authority to influence the subordinate and the subordinate is expected to perform his or her job in an acceptable manner.

Substitutes and Neutralizers

• Leadership SubstituteLeadership Substitute: Something that acts in place of a formal leader and makes leadership unnecessary (functional).

- Intrinsic motivation of subordinates- Skill level of subordinates and nature of work

• Leadership NeutralizerLeadership Neutralizer: Something that prevents a leader from having any influence and negates a leader’s efforts (dysfunctional).

- Lack of ability to reward/punish- Physical distance between leader and workers

Transformational Leadership

• Charismatic leaders

- Inspire others and bring forth loyalty

• Max Weber’s definition of charisma:

- A quality that sets an individual apart from ordinary people - To be treated as if endowed with exceptional powers or qualities

• Charisma is a gift or power of leadership

Theory of Charismatic Leadership

• This theory was published by R.J. House in 1976

• Charismatic leaders exhibit a combination of personal characteristics and behavior:

- Dominant- Ambitious- Self-confident- Sense of purpose

Behaviors of Charismatic Leaders

• Charismatic leaders…

- Are role models - Demonstrate ability that elicits respect-Have ideological goals with moral overtones- Communicate high expectations and show confidence in meeting them- Ignite the motives of followers

• Types of motives…

Affiliation, power, and achievement

Transformational Leadership

•Charismatic leaders emerge in every walk of life

-Football coach Vince Lombardi generated respect and following of others through charisma

• He cared• He worked hard• He knew the right answers• He believed• He kept the bar high• He knew people

•According to James MacGregor Burns, “charisma” has overlapping meanings:

- Leaders’ magical qualities

- An emotional bond between the leader and the led

- Dependence on a powerful figure by the masses

- Assumption that a leader is omniscient and virtuous

- Popular support for a leader that verges on love

•Transformational leaders raise aspirations and transform individuals through:

- Optimism

- Charm

- Intelligence

- Other personal qualities

• Transformational leadership was first discussed by J. V. Downton

• However, identification of these leadership types is credited to James MacGregor Burns:

- Transformational leadership

- Transactional leadership

Transformational Vs Transactional

• Transformational leaders

Focus on the potential relationship between the leader and the followers

Engage the full person of the follower Tap the motives of the followers

• Transactional leaders

Focus on exchanges between leaders and followers Emphasize exchanging one thing for another

Effective Leadership ChecklistEffective Leadership Checklist

• Able to handle the boss or other managers.

• Able to manage time wisely -- can establish priorities and not get swamped down by minor details.

• Results oriented: "I do not care how you do it. Just do it.“

• Able to read between the lines. People do not always tell you everything -- how they say something is often as important as what they say.

• A good example for employees. They cannot break the rules and expect employees to adhere to them.

• Able to handle emergencies.

• Firm, yet fair -- a very difficult combination.

• Able to be close to employees and still be the boss –

• particularly difficult when managing friends and former peers.

• Effective at handling problem employees. These tough cases

• will consume great amounts of supervisory time and energy.

• Decisive even in highly ambiguous situations. Supervisors should not be paralyzed into inaction due to a lack of information.

• Politically skilled.

Effective Leadership ChecklistEffective Leadership Checklist

• Able to use authority wisely. Too much use of authority and you are a tyrant; too little and you are a cream puf

• Patient.

• Good at handling stress. They must resist taking job-related stress home since this can damage ones family/social life.

• Motivated. They have to like the supervisory job in spite of all its problems and have the will to manage.

Effective Leadership ChecklistEffective Leadership Checklist

Brain storming session

Leaders are born or made?

THANK YOU