11-1 WHO ARE THESE PEOPLE OR WHAT DO THE PICTURES DESCRIBE? OR WHAT ARE WE GOING TO LEARN ABOUT?

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WHO ARE THESE PEOPLE OR WHAT DO THE PICTURES DESCRIBE?OR WHAT ARE WE GOING TO LEARN ABOUT?

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Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall16–11

NELSON MANDELA – SOUTH AFRICA

CHAPTER 12 LEADERSHIP INTRODUCTION• This chapter is a combination of two books on leadership I have

used at SIAS and my own additions.

1. Management, Robbins and Coulter Chapter 16-Managers as Leaders, page 369-394, 10th edition 2011

2. Understanding Behaviors for Effective Leadership. Howell and Costley, Chapters 1,2 and 14, 2nd edition, 206

3. Servant Leadership, lectures I have given in two classes at SIAS, Management and Advanced Leadership Behaviors.



Learning OutcomesFollow this Learning Outline as you read and study this power point

10.1 Who Are Leaders and What Is Leadership• Define leaders and leadership.

• Seven Traits associated with Leadership

10.2 Contingency Theory of Leadership

• Discuss how path-goal theory explains leadership.

• The Leadership Process – the three tasks

• Five Core Leadership Behaviors



10.3 Leadership and Contemporary Leadership Styles• COACH

• HUMAN RELATIONS

• CONTROLLING AUTOCRAT

• TRANSFORMATIONAL VISIONARY

• TRANSACTIONAL EXCHANGE

• SERVANT LEADERSHIP



10.4 Lessons from the Perfect CEO

10.5 Key Leadership Issues and Traits• ETHICS AND LEADERSHIP

• Moral Consistency

• Power and Corrupting Influences of Power

• THREE KEY TRAITS• Trust

• Empathy

• Empowering Employees

Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall

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Who Are Leaders and What Is Leadership?

Leader – Someone who can influence others in relationship with others.

Leadership is an influence relationship among leaders and followers who intend real change that reflect their MUTUAL PURPOSES.

Let’s break this into smaller pieces:


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Who are leaders and what is leadership?

. 1. Influence relationship – the best leaders will always be a positive influence in other’s lives.

2. Among Leaders and Followers- A leader cannot lead without followers and followers cannot follow without leaders. Leadership cannot happen with out both helping each other.


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Who are leaders and what is leadership?

3. Who intend real change – Great leaders and their followers will bring about real change to make the world a better place to live.

4. Reflect their mutual purpose – Together, leaders and their followers will have one main purpose or goal in mind that is worth working towards together!


Who Are Leaders and What Is Leadership?

• Ideally, all managers should be leaders, but that is not the case. Many managers lack the training to be effective with people.

Leadership research has tried to answer: What is an effective leader?


Exhibit 16–1 Seven Traits Associated with Leadership

Source: S. A. Kirkpatrick and E. A. Locke, “Leadership: Do Traits Really Matter?” Academy of Management Executive, May 1991, pp. 48–60; T. A. Judge, J. E. Bono, R. llies, and M. W. Gerhardt, “Personality and Leadership: A Qualitative and Quantitative Review,” Journal of Applied Psychology, August 2002, pp. 765–780.


Leadership – What is Missing?

FROM THE PREVIOUS LIST WHAT IS MISSING? Let’s see if we can find that out.

First, let’s look at the leadership process:


Contingency Theory of Leadership

• Path-Goal ModelStates that the leader’s job is to assist his or her

followers in attaining their goals and to provide direction or support to ensure their goals are the same as organizational goals.

Leaders assume different leadership behaviors at different times depending on the situation: Directive leader behavior Supportive leader behavior Participative leader behavior Achievement oriented or charismatic leader behavior Leader Reward and Punishment Behavior


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The Leadership ProcessThree Key Tasks:1. Diagnose 诊断 (Zhěnduàn) the

situation and the follower characteristics.2. Providing the leadership behavior

needed by followers.3. Develop followers by modifying

(changing) their tasks or

environment.

© 2006 Prentice Hall

Core Behavior Patterns of Leaders

DIRECTIVEAssigns

followers specific tasks,explains methods, clarifiesexpectations, sets goals,and specifies procedures.

DIRECTIVEAssigns

followers specific tasks,explains methods, clarifiesexpectations, sets goals,and specifies procedures.

CHARISMATICDisplays

high expectations, confidence& competence. Communicates

vision with ideological goalswhich reflect follower needs.

CHARISMATICDisplays

high expectations, confidence& competence. Communicates

vision with ideological goalswhich reflect follower needs.

PARTICIPATIVEInvolves

followers in makingdecisions by consulting

to get suggestions and ideas.

PARTICIPATIVEInvolves

followers in makingdecisions by consulting

to get suggestions and ideas.

SUPPORTIVEShows

consideration, acceptance,and concern for the needsand feelings of followers.

SUPPORTIVEShows

consideration, acceptance,and concern for the needsand feelings of followers.

REWARD & PUNISHMENTProvides

intrinsic and extrinsicbenefits. Punishes for

unwanted follower behaviors.

REWARD & PUNISHMENTProvides

intrinsic and extrinsicbenefits. Punishes for

unwanted follower behaviors.

BEHAVIORPATTERNS

OF LEADERS

BEHAVIORPATTERNS

OF LEADERS

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Directive Leadership Behavior

-Assign followers to specific tasks

-Explain methods and expectations

-Specify rules and regulations

-Provides structure

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Supportive Leadership Behavior

-Concern for well-being of followers

-Being friendly and informative

-Two-way communication

-Follower development

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Participative Leadership Behavior

-One on one meetings

-Gathers input from all

-Group decision-making

-Empowerment

-One on one meetings

-Gathers input from all

-Group decision-making

-Empowerment

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Charismatic Leadership Behavior

-Communicates a vision

-Arouses followers needs

-Confidence in themselves and followers

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Leader Reward andPunishment Behavior

-Uses tangible and intangible rewards

-Motivation of followers

-Based on performance (most effective)

-Uses tangible and intangible rewards

-Motivation of followers

-Based on performance (most effective)

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COACH LEADERSHIP STYLE

© Prentice Hall 2006

1. Develops follower’s potential to perform well2. May be highly directive explaining rules and procedures3. Supportive by expressing confidence and showing concern for followers as they develop4. Coaches may increase the amount of Participative behavior as followers’ knowledge and understanding of responsibilities increase

COACH LEADERSHIP STYLE


5. Reward and punishment might be used often to reinforce follower’s performance, as it is often a reflection of how effective the coach is in producing results.

Coaches spend a lot of time with followers and usually develop good interpersonal and communication skills

Coaches usually like to use power yet want to feel valued by their followers.

HUMAN RELATIONSHIP (HR) SPECIALIST STYLE


1. Highly supportive leaders who show concern for the happiness and comfort of followers.2. Will use participative behavior to engage followers and delegate responsibilities to develop followers. 3. Do not use directive behaviors very much.4. HR specialists have good interpersonal skills, are people-oriented and have a high need for affiliation 联系 Liánxì and nurture 培育 Péiyù.Want to make followers happy and comfortable.

CONTROLLING AUTOCRAT


1. Focused on controlling the actions of those around them.

2. Highly directive giving detailed 详细 Xiángxì instructions with lots of rules.3. Tend to use punishment to “keep people in line”4. High need to use power.5. Do not use supportive, participative or reward

behavior much.6. Have poor interpersonal skills7. More dogmatic 武断的 Wǔduàn de in their

beliefs.

TRANSFORMATIONAL VISIONARY


1. Like charismatic leaders they give inspirational speeches.

2. Highly supportive showing concern for followers.

3. Develop leadership skills through mentoring 指导 Zhǐdǎo.

4. These leaders are often not participative with followers.

TRANSFORMATIONAL VISIONARY


5. They have excellent communication skills6. May be highly intelligent and creative7. Have a high need for power

TRANSACTIONAL EXCHANGE


1. This leadership style is based on exchanges of benefits and contributions between leader and follower.

2. Much like directive leadership in providing guidance and attention and clarify tasks

3. Uses contingent (depends on the situation) reward and punishment

4. Have good interpersonal and communication skills

SERVANT LEADERSHIP


1. An emerging style of leadership that is becoming more common.2. Primary concern is for the followers.3. Service before self-interest4. Not concerned with power, fame, status5. Servant first, leader second6. Incorporate 包括 bāokuò a spiritual aspect to their leadership

SERVANT LEADERSHIP


7. These leaders are open to share their own pain, frustrations with followers.8. Supportive, participative and charismatic with followers.9. Excellent listeners and seek to understand and empathize with followers.10. Strive for moral excellence

SERVANT LEADERSHIP


11. Trust, humility and integrity are the marks of a servant leader. They inspire trust.12. Committed to honesty, excellence13. Effectively communicate vision14. Model ethical behavior15. Most effective when followers are discouraged or face difficult tasks16. Mother Teresa is an example of a servant leader.


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Lessons and Sayings from the PERFECT CEO or PERFECT LEADER

1. “I CAME NOT TO BE SERVED BUT TO SERVE AND GIVE MY LIFE AS A RANSOM (SUBSTITUTE) FOR MANY.”

2. “DO UNTO OTHERS AS YOU WOULD HAVE DONE TO YOU.”

3. “GREATER LOVE HAS NO ONE THAN THIS, THAT SOMEONE LAY DOWN HIS LIFE FOR HIS FRIENDS.

4. A LEADER WHO MODELS WHAT HE SAYS, PRACTICES WHAT HE TEACHES AND PREACHES.


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Lessons from the PERFECT CEO or PERFECT LEADER

5. Cares for all those directly under him or her.

6. Is available and approachable to all.

7. Builds confidence and trust in those directly under him or her

8. Shows no partiality or favoritism

9. Encourages perseverance and keeps the end in mind

10. Humility and Integrity define the leader’s character


YOUR LEADERSHIP STYLE?

ON A SHEET OF PAPER WRITE DOWN THE LEADERSHIP STYLE THAT MOST

DESCRIBES WHO YOU ARE AND WHY?

THEN DISCUSS AS A GROUP.

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Ethics and Leadership

Ethics is the study of morality 道德 (dàodé) and the moral choices people make in their relationships with others.

Ethics concerns how we should behave表现 (biǎoxiàn) in the roles that society gives us.

Leaders are often in roles that can determine the well-being of others and they sometimes influence the broader good. technically good (effective) morally good.

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Ethical Issues for Leaders

Ethics and Effectiveness

Ethics and Effectiveness

MoralMistakesMoral

Mistakes

Moral StandardsMoral Standards



PowerPower Moral Consistency

Moral Consistency

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Moral 道德 (dàodé) Consistency 一致性 (yīzhì xìng)

If leaders’ behavior does not match their values, they will lose the trust of their followers and colleagues

• A leader’s moral problems are open for people to see.

Leaders who do not behave consistently with their stated ethical values risk being labeled hypocrites 伪君子 (wèijūnzǐ)

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Power

Power is the basis for a leader’s influence on followers

the more power a leader has, the more likely that followers will comply 执行 (zhíxíng) with the leader’s wishes

the greater a leader’s power, the greater the potential for abuse

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Corrupting 败坏 (bàihuài)influences of power

Power may become desired as an end in itself and be sought after or looked for at any cost

Power differences may cause followers to give the leader the wrong feedback and make the leader feel better than they are.

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Corrupting influences of power

The leader may not value followers’ worth and avoid contact with followers or treat them bad.

A leader’s failure to not do the right things or their abuse of power causes a loss of credibility and trust and does terrible damage to the leader and his followers

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Exhibit 5–11 Being an Ethical Leader

• Be a good role model by being ethical and honest.

° Tell the truth always.

° Don’t hide or manipulate information

° Be willing to admit your failures.• Share your personal values by regularly communicating

them to employees.• Stress the organization’s or team’s important shared

values.• Use the reward system to hold everyone accountable to

the values.


Developing Trust• Credibility (of a Leader)

The assessment of a leader’s honesty, competence, and ability to inspire by his or her followers

• Trust Is the belief of followers and others in the integrity,

character, and ability of a leaderDimensions of trust: integrity, competence,

consistency, loyalty, and openness Is related to increases in job performance,

organizational behaviors, job satisfaction, and organization commitment


Exhibit 16–7 Suggestions for Building Trust

Practice openness.

Be fair.

Speak your feelings.

Tell the truth.

Show consistency.

Fulfill your promises.

Maintain confidences.

Demonstrate competence.

EMPATHY 同情 (tóngqíng)

The ability to understand peoples thoughts and feelings.This helps leaders to provide support, direction, involvement and inspiration 鼓舞 (Gǔwǔ).Empathy is a skill to help diagnose followers’ needs – the first of the 3 key tasks of a leader.Empathy is “Putting yourself in the other person’s shoes”



Empowering Employees• Empowerment

Involves increasing the decision-making discretion of workers such that teams can make key operating decisions in develop budgets, scheduling workloads, controlling inventories, and solving quality problems

Why empower employees?Quicker responses problems and faster decisionsAddresses the problem of increased spans of control in relieving

managers to work on other problems

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11-1 WHO ARE THESE PEOPLE OR WHAT DO THE PICTURES DESCRIBE? OR WHAT ARE WE GOING TO LEARN ABOUT?