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8/2/2019 3 - Leadership
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International Business &Management
2011/12ISC Paris School of Management
Sabine Bacouel-Jentjens (Dr. rer. pol.)
Module 2 Management & Leadership
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Leaders = Managers
?
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Differences between managers andleaders
MANAGER
Oversees the currentprocess well
Must achieve balance Thinks execution
Comfortable withcontrol
Problems are just that,and need resolution
asap Procedure is king
Instructs as totechnique and process
impersonal
LEADER
Wants to create thefuture
Needs to make change Thinks ideas
Welcomes risk
Sees problems asopportunities, is patient
Substance is king
Ideas and concepts
High emotional
intelligence
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Ideas or systems
?
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Presence or future
?
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What about rules
?
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Change or status quo
?
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Orders or inspiration
?
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What about risk
?
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What about emotionalenergy
?
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What does a manager do? Planning and budgeting
Establishing timetables and allocation ressources
Organizing and staffing Establishing structure
Staffing that structure with individuals Delegating responsibility Providing policies and procedures to help guide people Creating systems to monitor
Controlling and problem solving Identifying deviations from plan Planning and organization to solve problems
=> Produces predictability and order Consistent production of short-term results expected by stakeholders
Being on budget Being in time etc.
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What does a Leader do? Establishing directions
Developing a vision of the future
Developing strategies for producing the changes needed to achieve thatvision
Aligning people Communication of directions in words and deeds
Influencing the creation of teams and coalitions that support the vision
Motivating and inspiring Energizing people to overcome major political, bureaucratic and resource
barriers
Satisfaction of unfulfilled human needs
=> Produces change New products that costumers want
New approaches to labor relations that help make a company morecompetitive
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Big Five Personality Factors
Emotional Stability
Openness
Conscientiousness
Extraversion
Agreeableness
stable, confident
imaginative, curious, original
careful, neat, dependable
energetic, self-dramatizing
warm, considerate, tactful
nervous, self-doubting, moody
dull, unimaginative
impulsive, careless, irresponsible
shy, unassertive, withdrawn
Independent, cold, rude
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Traditional Theories of Leadership:
Trait Theories
Differentiate leaders from non-leaders byfocusing on personal qualities and characteristics
Extraversion has strongest relation to leadership
Conscientiousness and Openness to Experience also stronglyrelated to leadership
Agreeableness and Emotional Stabilityare not correlated withleadership
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Traditional Theories of Leadership:Behavioral Theories
Behaviors can be taught traits cannot
Leaders are trained not born
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Behavioral Theories:
Ohio State Studies
Attempts to organize work, workrelationships, and goals
Concern for followers comfort,well-being, status, and satisfaction
InitiatingStructure
Consideration
Developed two categories ofleadership behavior:
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Behavioral Theories:University of Michigan Studies
Emphasize the technical or taskaspects of the job: people are
means to an end
Emphasize interpersonal relationsand accept individual differences
ProductionOriented
EmployeeOriented
Developed two dimensions ofleadership behavior:
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Contemporary Approaches to
Leadership
Leaders as communicators
Framing the meaning of events
Leaders inspire followers through words,ideas, and behaviors:
Charismatic Leadership
Transformational Leadership
Authentic Leadership
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Charismatic Leadership
Attributions of heroicleadership abilities whenfollowers observe certain
behaviors: Vision
Personal Risk-taking
Sensitivity toward Followers
Extraordinary Behaviors
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Charismatic Leaders:
Born or Made?Charisma can be created by:
Developing an aura of charisma
Be optimistic
Be passionately enthusiastic Commute with body, not just words
Drawing others in inspire others
Tapping into emotions bring out the potential in
others
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How Charismatic Leaders
Influence Followers
Articulate an appealing vision
Communicates a new set of values
Model behaviors for those values Express dramatic behavior
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When charismatic leaders
do best
politics
religion
times of war start up
crisis
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The Potential Dark Side of CharismaticLeadership
Use organizational resources forpersonal benefit
Remake companies in their own
image Allow self-interest and personal
goals to override organizationsgoals
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Transformational Leadership
Transactional leaders - motivate their followers inthe direction of established goals by clarifying roleand task requirements
Transformational leaders - inspire followers totranscend their own self-interests for the good ofthe organization
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Why Transformational LeadershipWorks
Creativity
Followers are encouraged to be more innovative and creative
Goals
Followers pursue more ambitious goals and have more personalcommitment to them
Vision
Engenders commitment from followers and greater sense of trust
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Transformational Vs. Charismatic
Leadership
Both positively related to motivation,satisfaction, performance, effectiveness,and profitability
Transformational leadership MAY be abroader concept than charisma
The two forms may be the same
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Three key roles of a leader
Inspiring a common vision
We choose to go to the moon.
Giving the ability for action
If you can dream it, you can do it
Developing co-operation
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Leadership stylesLeadership style is the manner and approach of providing
direction, implementing plans and motivation people:
Authoritarian or autocratic
Participative or democratic
Delegative or laissez-faire
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Autocratic leadership Person has complete power and makes
decisions without asking someones else advice
Leader
Employees
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Democratic leadership Everyone is involved in making important
decisions
Leader
Employees
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Autocratic leadership Approach based on the idea that people should
be allowed to make decisions themselveswithout interference from authority
Leader
Employees
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Situational factors How much time is available?
Are relationships based on respect and trust or ondisrespect?
Who has the information? You, your employees or both?
How well are the employees trained?
Internal conflicts
Stress levels
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Vocabulary Management style: the way a manager behaves
Hierarchy system of organizing people into different ranks or levelsof importance
Collective actions, or feelings involve or are shared by every memberof a group of people
Decision-making: process of reaching decisions Crisis-management: management style that concentrates on solving
the immediate problems in a business, rather than looking for long-term solutions
Change management: management style that aims to encourageorganizations and individuals to deal effectively with change taking
place in their work Subordinate: someone who is bossed by you
Delegation of responsibility is the act of giving responsibility toanother person
Autocratic, democratic, laissez-faire (see definitions)
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ExercisesPut into the correct place:
laissez-faire democratic autocratic
Leader makes decisions. Others are informed and carry themout.___________________________________
Leader discusses with others before the decision is made. Thegroup can influence the decision that is made.
_____________________________________
No formal structure to make decisions. The leader does notforce his or her views on others._____________________
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Twelve Angry Men (1957)
Film discussion: analysis of group behavior
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Twelve Angry Men
1 Martin Balsam
2 John Fiedler
3 Lee J Cobb
4 E.G. Marshall
7 Jack Warden
8 Henry Fonda 9 JosephSweeney
10 Ed Begley
11 GeorgeVoskovec
12 Robert Webber
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