Upload
amos-stevenson
View
218
Download
0
Tags:
Embed Size (px)
Citation preview
CHAPTER EIGHTCHAPTER EIGHT
CHANGE ORIENTED CHANGE ORIENTED LEADERSHIPLEADERSHIP
1.1. Describe the various leader, follower, Describe the various leader, follower, cultural, and situational characteristics cultural, and situational characteristics that contribute to charismatic that contribute to charismatic leadership.leadership.
2.2. Explain the positive and negative Explain the positive and negative impact of charismatic leadership on impact of charismatic leadership on organizations.organizations.
3.3. Distinguish between transactional and Distinguish between transactional and transformational leadership.transformational leadership.
Learning ObjectivesLearning Objectives
4. Understand the key role of contingent 4. Understand the key role of contingent reward and the impact of management reward and the impact of management by exception.by exception.
5. Present the elements of 5. Present the elements of transformational leadership and their transformational leadership and their impact on followers and organizations.impact on followers and organizations.
6. Describe the role of visionary and 6. Describe the role of visionary and exemplary leadership in bringing about exemplary leadership in bringing about change in organizations.change in organizations.
Learning ObjectivesLearning Objectives
Charismatic LeadershipCharismatic Leadership
““May the force be with you”May the force be with you”
Necessary Elements Of Necessary Elements Of Charismatic LeadershipCharismatic Leadership
LeaderLeader CharacteristicsCharacteristics
SituationalSituationalRequirementsRequirements
Charismatic Charismatic relationship and relationship and
leadershipleadership
FollowerFollower CharacteristicsCharacteristics
Characteristics Of Characteristics Of Charismatic LeadersCharismatic Leaders
High self-confidenceHigh self-confidence Strong convictions about ideasStrong convictions about ideas
High energy and enthusiasmHigh energy and enthusiasm ExpressiveExpressive
Excellent communicationExcellent communication Active image-buildingActive image-building
Characteristics Of Characteristics Of Charismatic FollowersCharismatic Followers High degree of respect and High degree of respect and
esteem for the leaderesteem for the leader Loyalty and devotion to the Loyalty and devotion to the
leaderleader Affection for the leaderAffection for the leader High performance expectationsHigh performance expectations Unquestioning obedienceUnquestioning obedience
Charismatic External Charismatic External Situational Situational RequirementsRequirements Sense of actual or imminent crisisSense of actual or imminent crisis Perceived need for changePerceived need for change Opportunity to articulate Opportunity to articulate
ideological goalideological goal Availability of dramatic symbolsAvailability of dramatic symbols Opportunity to articulate Opportunity to articulate
followers’ rolefollowers’ role
Organizational life cycle (early and Organizational life cycle (early and late)late)
Complex task Complex task No external reward availableNo external reward available Flexible and organic structureFlexible and organic structure Non-bureaucratic culturesNon-bureaucratic cultures
Charismatic Internal Charismatic Internal Situational Situational RequirementsRequirements
Max WeberMax Weber
The most important early research The most important early research on charismatic leadership was on charismatic leadership was completed by Max Weber, who completed by Max Weber, who maintained that societies could be maintained that societies could be identified in terms of one of three identified in terms of one of three types of authority systems: types of authority systems: traditional, legal-rational, and traditional, legal-rational, and charismatic. charismatic.
Traditional Authority SystemTraditional Authority System
The traditions and unwritten laws The traditions and unwritten laws of the society dictate who has of the society dictate who has authority and how this authority authority and how this authority can be used. can be used.
Legal-Rational Authority Legal-Rational Authority SystemSystem
Authority derives from society’s Authority derives from society’s belief in the laws that govern it. belief in the laws that govern it.
Charismatic Authority SystemCharismatic Authority System
Authority stems from the Authority stems from the society’s belief in the exemplary society’s belief in the exemplary characteristics of the leader.characteristics of the leader.
Common Characteristics of Common Characteristics of Charismatic LeadershipCharismatic Leadership
VisionVision Rhetorical skills Rhetorical skills Image and trust buildingImage and trust building Personalized leadershipPersonalized leadership
Situational CharacteristicsSituational Characteristics
CrisesCrises Task InterdependenceTask Interdependence InnovationInnovation More Receptive to ChangeMore Receptive to Change Organizational DownsizingOrganizational Downsizing
Perspectives on CharismaPerspectives on Charisma
The Sociological ApproachThe Sociological Approach 1. Extraordinary, almost magical talents1. Extraordinary, almost magical talents 2. Crisis situation2. Crisis situation 3. Radical vision3. Radical vision 4. Followers4. Followers 5. Validation of leader through repeated 5. Validation of leader through repeated
successsuccess
Perspectives on CharismaPerspectives on Charisma
The Psychoanalytic ApproachThe Psychoanalytic Approach Intense attractionIntense attraction RegressionRegression
TransferenceTransference ProjectionProjection
What does this say for the followers and for What does this say for the followers and for positive leaders?positive leaders?
Perspectives on CharismaPerspectives on Charisma
The Political ApproachThe Political Approach Types of charismatic leaders:Types of charismatic leaders:
Charismatic giantsCharismatic giants Charismatic luminariesCharismatic luminaries Charismatic failuresCharismatic failures Charismatic aspirantsCharismatic aspirants
Perspectives on CharismaPerspectives on Charisma
Charismatic leaders increase their Charismatic leaders increase their power:power: Cultural mythsCultural myths Public addressPublic address Concentric circlesConcentric circles
Perspectives on CharismaPerspectives on Charisma
The Behavioral ApproachThe Behavioral Approach Leader behaviorsLeader behaviors Leader-follower relationsLeader-follower relations The situationThe situation
Perspectives on CharismaPerspectives on Charisma
The Attribution ApproachThe Attribution Approach 1. Possess a vision that is unique, but 1. Possess a vision that is unique, but
attainableattainable 2. Act in an unconventional, counter-2. Act in an unconventional, counter-
normative waynormative way 3. Personal commitment & risk3. Personal commitment & risk 4. Confidence & expertise4. Confidence & expertise 5. Personal Power5. Personal Power
Perspectives on CharismaPerspectives on Charisma
The Communication ApproachThe Communication Approach Relationship buildersRelationship builders VisionariesVisionaries Influence agentsInfluence agents
Perspectives on CharismaPerspectives on Charisma
The Dark SideThe Dark Side Differences in:Differences in:
PowerPower VisionVision Relationship to followersRelationship to followers CommunicationCommunication Ethics & MoralsEthics & Morals
The Dark Side at WorkThe Dark Side at Work
Failures of visionFailures of vision Misarticulation of goalsMisarticulation of goals Poor managementPoor management
Who are the charismatic leaders we Who are the charismatic leaders we can agree on?can agree on?
Who are the charismatic Who are the charismatic leaders we recognize?leaders we recognize?
And why?And why?
Universally Positive Cross Universally Positive Cross Cultural Attributes of Cultural Attributes of
LeadershipLeadership
Encouraging Encouraging and positiveand positive
MotivationalMotivational Dynamic Dynamic Having integrity Having integrity Being Being
trustworthytrustworthy
Team builderTeam builder DecisiveDecisive IntelligentIntelligent CommunicatorCommunicator Win-win Win-win
problem solverproblem solver
Universally Negative Universally Negative Cross- Cultural Attributes Cross- Cultural Attributes
of Leadershipof Leadership
Being a lonerBeing a loner Being non-cooperativeBeing non-cooperative RuthlessRuthless Non-explicitNon-explicit IrritableIrritable DictatorialDictatorial
Risk-takingRisk-taking
EnthusiasmEnthusiasm
How vision is communicatedHow vision is communicated
What constitutes good What constitutes good
communicationcommunication
How much leader is seen as equal How much leader is seen as equal
Culturally Contingent Culturally Contingent Attributes of LeadershipAttributes of Leadership
Unethical And Ethical Unethical And Ethical CharismaCharisma
Unethical Charisma:Unethical Charisma: Uses power for Uses power for
personal gainpersonal gain Promotes own visionPromotes own vision Closed to criticismClosed to criticism Top-down Top-down
communicationcommunication Insensitive to followersInsensitive to followers
Ethical Charisma:Ethical Charisma: Use power to serve Use power to serve
othersothers Match vision to Match vision to
follower needsfollower needs Open to feedback Open to feedback Develops followersDevelops followers Encourages Encourages
thinkingthinking
Unethical And Ethical Unethical And Ethical CharismaCharisma
Transactional Transactional LeadershipLeadership
Contingent rewardContingent reward
Management by exception Management by exception
Transformational Leadership Transformational Leadership FactorsFactors
TransformationalTransformationalLeadershipLeadership
IntellectualIntellectualStimulationStimulation
New ideas and New ideas and empowermentempowerment
IndividualIndividualConsiderationConsideration
Motivate andMotivate andencourageencourage
Charisma andCharisma andInspirationInspiration
OvercomeOvercomeresistance toresistance to
changechange
Theory of Transformational Theory of Transformational and Transactional Leadershipand Transactional Leadership
James McGregor Burns’s Theory of James McGregor Burns’s Theory of Transformational and Transactional Transformational and Transactional LeadershipLeadership focused on the differences between focused on the differences between
power versus leadership and power versus leadership and charismatic versus non-charismatic charismatic versus non-charismatic leadershipleadership
Theory of Transformational and Theory of Transformational and Transactional LeadershipTransactional Leadership
believed that leadership could take believed that leadership could take one of two forms: transactional one of two forms: transactional leadership or transformational leadership or transformational leadershipleadership
maintained that power and leadership maintained that power and leadership were two distinct entitieswere two distinct entities
Cont.
Transformational Transformational LeadershipLeadership
Transformational leaders Transformational leaders use use idealized influence, idealized influence,
individualized consideration, individualized consideration, inspirational motivation, and inspirational motivation, and intellectual stimulation, while intellectual stimulation, while
transactional leaders transactional leaders use use contingent reward, and active contingent reward, and active and passive management by and passive management by
exception.exception.
Follower CharacteristicsFollower Characteristics
Identification with the Leader and the Identification with the Leader and the VisionVision
Heightened Emotional LevelsHeightened Emotional Levels Willing Subordination to the LeaderWilling Subordination to the Leader Feelings of EmpowermentFeelings of Empowerment
Bass’s Theory of Transformational and Bass’s Theory of Transformational and
Transactional LeadershipTransactional Leadership Transformational leaders possess charismatic-Transformational leaders possess charismatic-
leader characteristics (vision, rhetorical skills, leader characteristics (vision, rhetorical skills, etc.).etc.).
Transactional leaders do not possess these Transactional leaders do not possess these leader characteristics, nor are they able to leader characteristics, nor are they able to develop strong emotional bonds with followers develop strong emotional bonds with followers or inspire followers to do more than they or inspire followers to do more than they thought they could. Instead, transactional thought they could. Instead, transactional leaders motivate followers by setting goals and leaders motivate followers by setting goals and promising rewards for desired performance. promising rewards for desired performance.
Guidelines for Guidelines for Transformational Transformational
LeadershipLeadership Articulate a clear and appealing vision.Articulate a clear and appealing vision. Explain how the vision can be attained.Explain how the vision can be attained. Act confident and optimistic.Act confident and optimistic. Express confidence in followers.Express confidence in followers. Use dramatic, symbolic actions to Use dramatic, symbolic actions to
emphasize key values.emphasize key values. Lead by example.Lead by example. Empower people to achieve the vision.Empower people to achieve the vision.
Common Elements of Common Elements of Change-Oriented Change-Oriented
Leadership TheoriesLeadership Theories
Vision is keyVision is key EmpowermentEmpowerment
Flexibility and changeFlexibility and change Teamwork and cooperationTeamwork and cooperation
Elements Of A Motivating Elements Of A Motivating VisionVision
Simple and clearly understandableSimple and clearly understandable
Challenging and idealistic, while Challenging and idealistic, while
realistic and achievablerealistic and achievable
Appeals to values, emotions, and idealsAppeals to values, emotions, and ideals
Forward-looking, while based on Forward-looking, while based on
presentpresent
Elements of CredibilityElements of Credibility
Clarifying valuesClarifying values Identifying what followers wantIdentifying what followers want Building agreement and Building agreement and
consensusconsensus Communicating values with Communicating values with
enthusiasmenthusiasm Standing up for your beliefsStanding up for your beliefs Role-modeling desired behaviorsRole-modeling desired behaviors
Practices Of Exemplary Practices Of Exemplary LeadershipLeadership
ExemplaryExemplaryLeadershipLeadership
Challenging the processChallenging the process
Creating a sharedCreating a shared visionvision
Role modelingRole modeling
Enabling followers toEnabling followers to implement visionimplement vision
Encouraging the heartEncouraging the heart
To Motivate Followers, To Motivate Followers, Leaders Must…Leaders Must…
Set clear standards and goalsSet clear standards and goals Expect the bestExpect the best
Pay attentionPay attention Personalize rewards and Personalize rewards and
recognitionrecognition Tell a storyTell a story
Celebrate togetherCelebrate together Role modelRole model
CHAPTER TENCHAPTER TEN
LOOKING TOWARD THE LOOKING TOWARD THE FUTURE: WHAT WILL WE FUTURE: WHAT WILL WE BE WHEN WE GROW UP?BE WHEN WE GROW UP?
Learning ObjectivesLearning Objectives
1.1. Summarize the information and Summarize the information and knowledge that you acquired knowledge that you acquired from this book and outline areas from this book and outline areas in need of further clarification.in need of further clarification.
2.2. Explain the changes in the Explain the changes in the leadership context.leadership context.
3.3. Distinguish between previous Distinguish between previous and current definitions of and current definitions of leadership.leadership.
4.4. Understand the challenges that Understand the challenges that face leaders in the future.face leaders in the future.
What Do We Know?What Do We Know?
On the average, leaders are more On the average, leaders are more energetic, motivated, intelligent, and energetic, motivated, intelligent, and self-confidentself-confident
Traits are important, but no single trait Traits are important, but no single trait defines leadershipdefines leadership
Power is key to leadership; its use and Power is key to leadership; its use and function in organizations is changingfunction in organizations is changing
A contingency view is key to A contingency view is key to understanding and predicting leadership understanding and predicting leadership effectivenesseffectiveness
Teams are changing leaders’ rolesTeams are changing leaders’ roles
What Do We Know? What Do We Know? (cont’d)(cont’d)
An emotional bond between An emotional bond between leaders and followers is one of the leaders and followers is one of the key factors to changing key factors to changing organizationsorganizations
Leaders must clarify their visionLeaders must clarify their vision Upper echelon, strategic Upper echelon, strategic
leadership has distinct leadership has distinct characteristicscharacteristics
Culture must be an integral part of Culture must be an integral part of any understanding of leadershipany understanding of leadership
What Don’t We Know?What Don’t We Know?
Role of traits Role of traits
Understanding the impact Understanding the impact
of the of the
organizational contextorganizational context
Full impact of culture at Full impact of culture at
various levelsvarious levels
Changes in Changes in OrganizationsOrganizations
Structural Structural changeschanges
Changing Changing demographicsdemographics
GlobalizationGlobalization New work ethicNew work ethic
Learning and Learning and knowledgeknowledge
TechnologyTechnology Need for flexibilityNeed for flexibility Fast-paced Fast-paced
changechange
Consequences for Consequences for LeadershipLeadership
New roles for leaders; emphasis on New roles for leaders; emphasis on followersfollowers
Understanding differences and Understanding differences and cultureculture
Understanding global issuesUnderstanding global issues Accommodating different working Accommodating different working
stylesstyles Continuous training and leading Continuous training and leading
knowledge workersknowledge workers Learning to manage changeLearning to manage change Remaining flexibleRemaining flexible
Looking to the Looking to the FutureFuture
Leaders with a service mentalityLeaders with a service mentality Leaders with a global perspectiveLeaders with a global perspective Leaders with an integrated view Leaders with an integrated view
of organizationsof organizations Leaders must remain flexible and Leaders must remain flexible and
open to changeopen to change Leaders who are committed to Leaders who are committed to
continuous learningcontinuous learning Leaders who achieve a personal Leaders who achieve a personal
balancebalance
The Collapse of The Collapse of Sensemaking in Sensemaking in Organizations:Organizations:
The Mann Gulch DisasterThe Mann Gulch Disaster
The Mann Gulch DisasterThe Mann Gulch Disaster
Why do organizations unravel?Why do organizations unravel? How can organizations be made How can organizations be made
more resilient?more resilient? Let’s start with what happened:Let’s start with what happened:
What are the major features of this What are the major features of this incident?incident?
Maclean’s Question about the Maclean’s Question about the DisasterDisaster
What the structure of a small outfit should What the structure of a small outfit should be when its business is to meet sudden be when its business is to meet sudden danger and present disaster.danger and present disaster.
What the smoke jumping crew an What the smoke jumping crew an organization?organization? Interlocking routinesInterlocking routines Simple structure (much like an entrepreneurial Simple structure (much like an entrepreneurial
firm)firm) Generic subjectivity Generic subjectivity
Unsuspected VulnerabilityUnsuspected Vulnerability
Sudden losses of meaningSudden losses of meaning Cosmology episodeCosmology episode Vu jade – outstripping your past Vu jade – outstripping your past
experienceexperience Sensemaking – reality is an ongoing Sensemaking – reality is an ongoing
accomplishment that emerges from accomplishment that emerges from efforts to create order and make efforts to create order and make retrospective sense of what occursretrospective sense of what occurs
The 10:00 fire example The 10:00 fire example
When did Dodge lose When did Dodge lose leadership?leadership?
Crew got confusedCrew got confused ‘‘Throw away your tools!’Throw away your tools!’ PanicPanic
Yet these members had confronted danger Yet these members had confronted danger before. . . But not as a member of a before. . . But not as a member of a disintegrating groupdisintegrating group
Lost their framework (cosmos) and found chaosLost their framework (cosmos) and found chaos Threat-rigidityThreat-rigidity
How does this relate to How does this relate to business?business?
““The recipe for disorganization in Mann The recipe for disorganization in Mann Gulch is not all that rare in everyday Gulch is not all that rare in everyday life. The recipe reads, thrust people life. The recipe reads, thrust people into unfamiliar roles, leave some key into unfamiliar roles, leave some key roles unfilled, make the task more roles unfilled, make the task more ambiguous, discredit the role system, ambiguous, discredit the role system, and make all of these changes in an and make all of these changes in an context in which small events can context in which small events can combine into something monstrous.” combine into something monstrous.”
So, what can we learn about So, what can we learn about resilience?resilience?
Four sourcesFour sources ImprovisationImprovisation Virtual Role SystemsVirtual Role Systems The Attitude of WisdomThe Attitude of Wisdom Respectful InteractionRespectful Interaction
ImprovisationImprovisation
We don’t expect creativity under We don’t expect creativity under intense pressure (threat-rigidity)intense pressure (threat-rigidity)
Creativity – figuring out how to use Creativity – figuring out how to use what you already know in order to go what you already know in order to go beyond what you currently thinkbeyond what you currently think
Bricoleur – being able to create order Bricoleur – being able to create order out of whatever materials were at out of whatever materials were at handhand
Virtual Role SystemsVirtual Role Systems
Each member mentally takes all Each member mentally takes all rolesroles
Holographic – each member can Holographic – each member can reconstitute the group and take reconstitute the group and take whatever role is neededwhatever role is needed
The Attitude of WisdomThe Attitude of Wisdom
““The more we learn about a The more we learn about a particular domain, the greater the particular domain, the greater the number of uncertainties, doubts, number of uncertainties, doubts, questions, and complexities.” (The questions, and complexities.” (The Silence of the Skies)Silence of the Skies)
Extreme confidence and Extreme Extreme confidence and Extreme caution precludecaution preclude Curiosity, openness, complex sensingCuriosity, openness, complex sensing
Respectful InteractionRespectful Interaction
We need trust, honesty & self-We need trust, honesty & self-respectrespect
We also need social supportWe also need social support What are devices of mitigation? What are devices of mitigation?
(Tenerife & Air Florida 90)(Tenerife & Air Florida 90) When formal structure collapses, is When formal structure collapses, is
anything left?anything left?
Structures for ResilienceStructures for Resilience
CommunicationCommunication Ways to rebuild frameworks and Ways to rebuild frameworks and
meaningmeaning What was the structure of the smoke What was the structure of the smoke
jumpers?jumpers? There are few safe environmentsThere are few safe environments
What structure allows people to meet What structure allows people to meet sudden danger, who builds and sudden danger, who builds and maintains it?maintains it?
Leaders Do!Leaders Do!
Excellent team leaders spend more Excellent team leaders spend more time team buildingtime team building
Excellent team leaders listenExcellent team leaders listen Excellent team leaders use a range Excellent team leaders use a range
of stylesof styles
What did Dodge do wrong?What did Dodge do wrong?
Changing Organizations Changing Organizations Involves Extensive Diagnosis, Involves Extensive Diagnosis,
Action, and EvaluationAction, and Evaluation
BuildPlan forChange
SelectChange Agent
ImplementChangeStrategies
EvaluateChanges
InstitutionalizeChanges
DiagnoseForces forand AgainstChange
Drivers of ChangeDrivers of Change
TechnologyTechnology
InformationInformation
PeoplePeople
Intensity of the ForcesIntensity of the Forces
Forces for Change
Forces AgainstChange
Forces for ChangeGREATER THANForces against Change
Forces AgainstChange
Forces for Change
Forces for ChangeLESS THANForces against Change
Forces for Change
Forces AgainstChange
Forces for ChangeEQUAL TOForces against Change
Internal and External Crises can Cause Internal and External Crises can Cause ChangeChange
Internal External•Major industrial accidents
•Product injuries
•Computer breakdown
•Defective, undisclosed
information
•Failure to adapt/change
•Sabotage by insiders
•Organizational breakdown
•Communication breakdown
•On-site product tampering
•Illegal activities
•Occupational health diseases
•Widespread environmental
destruction
•Natural disasters
•Hostile takeover
•Societal crises (civil or political)
•Large-scale systems failure
•Sabotage by outsiders
•Terrorism
•Executive kidnapping
•Off-site product tampering
•Counterfeiting
Managers Must Decide the Most Important Managers Must Decide the Most Important Factors in Choosing a Change AgentFactors in Choosing a Change Agent
Internal Change Agents External Change Agents
•Possess better knowledge of the organization
•Are more quickly available
•Require lower out-of-pocket costs
•Are a known quantity•Have more control and authority
•Have more objective views of the organization
•Have more experience in dealing with more diverse problems
•Can call on more individuals with diverse expertise
•Have more technical knowledge, competence, and skills available
(Cont.)
Internal Change Agents External Change Agents
•May be too close to the problem
•May hold biased views
•May create additional resistance if views as part of the problem
•Must be reassigned; not available for other work
•Have less knowledge of the organization
•Require higher out-of-pocket costs
•Are an unknown quantity
•Have longer start-up time
•Reflect unfavorably on the image of management
Unethical Behavior can Adversely Affect Change Unethical Behavior can Adversely Affect Change EffortsEfforts
Emphasis on short-term revenues over long-term considerations.Emphasis on short-term revenues over long-term considerations.
Routinely ignoring or violating internal or professional codes of ethics.Routinely ignoring or violating internal or professional codes of ethics.
Looking for simple solutions to ethical problems, being satisfied with quick Looking for simple solutions to ethical problems, being satisfied with quick
fixes.fixes.
Unwillingness to take an ethical stand if there is a financial cost.Unwillingness to take an ethical stand if there is a financial cost.
Creation of an internal environment that discourages ethical behavior or Creation of an internal environment that discourages ethical behavior or encourages unethical behavior.encourages unethical behavior.
Dispatch of ethical problems to the legal department.Dispatch of ethical problems to the legal department.
View of ethics solely as a public relations tool.View of ethics solely as a public relations tool.
Unethical Behavior can Adversely Affect Change Efforts (Cont.)
•Treatment of employees that differs from treatment of customers.
•Unfair or arbitrary performance appraisal standards.
•Lack of procedures or policies for handling ethical problems.
•Lack of mechanisms for internal whistle-blowing.
•Lack of clear lines of communication.
•Sensitivity only to shareholder needs and demands.
•Encouragement of employees to ignore their personal ethical
values.
Evaluation of Change Evaluation of Change Occurs at Four LevelsOccurs at Four Levels
CHANGE
AFFECTIVE
LEARNING
BEHAVIORAL
PERFORMANCE
Individual CharacteristicsIndividual Characteristics
Attitude toAttitude to
RiskRiskCCrreeaattiivviittyy
Hem – who does not want to change.Haw – who learns to laugh at his fear.Sniff – who smells change in the air.Scurry – who goes into action.
The Handwriting on the Wall