Integrated Management 4 Leadership

7/23/2019 Integrated Management 4 Leadership

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Leadership


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Herzbergs Theory


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LEADERSHIP


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LEADERSHIP


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Leadership Summary Management un!tions in!"ude p"anning# organizing# sta$ng# dire!ting# and !

are in!orporated into &hat is 'no&n as the management pro!ess%

("assi!a"# or traditiona"# management s!ien!e o!used on produ!tion in the &

de"ineating organizationa" barriers to produ!ti)ity% *or'ers &ere assumed to so"e"y by e!onomi! re&ards# and "itt"e attention &as gi)en to &or'er +ob satis

The human re"ations era o management s!ien!e emphasized !on!epts o pahumanisti! management%

Three primary "eadership sty"es ha)e been identi,ed- authoritarian# demo!raaire%

Resear!h has sho&n that the "eader.manager must assume a )ariety o "eaddepending on the needs o the &or'er# the tas' to be perormed# and the siten)ironment% This is 'no&n as situationa" or !ontingen!y "eadership theory%

Leadership is a pro!ess o persuading and in/uen!ing others to&ard a goa" aa &ide )ariety o ro"es%

Ear"y "eadership theories o!used on the traits and !hara!teristi!s o "eaders

Intera!tiona" "eadership theory o!uses more on "eadership as a pro!ess o in

&ithin an organizationa" !u"ture and the intera!ti)e re"ationship o the "eader


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Situational and ContingencyLeadershipTheories (1950-1980)

The idea that "eadership sty"e shou"d )ary a!!ording to tsituation or the indi)idua"s in)o")ed &as ,rst suggested 344 years ago by Mary Par'er 5o""ett

the ,rst to )ie& an organization as a so!ia" system o !onting

Her "a& o the situation# &hi!h said that the situation shou"d dthe dire!ti)es gi)en ater a""o&ing e)eryone to 'no& the prob"!ontingen!y "eadership in its humb"e origins%

5ied"ers 637819 contingency approach no one "eadership sty"e is idea" or e)ery situation%

the interre"ationships bet&een the groups "eader and its memmost in/uen!ed by the managers abi"ity to be a good "eader%

The tas' to be a!!omp"ished and the po&er asso!iated &ith th

position a"so &ere !ited as 'ey )ariab"es%


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Managerial Grid (SituationaContingency Leadership9

In !ontrast to the !ontinuumrom auto!rati! to demo!rati!#;"a'e and Moutons 6378


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Situational and ContingencyLeadershipTheories (1950-1980) Situational approach to leadership Hersey and ;"an!hard 637119

tridimensiona" "eadership e0e!ti)eness mode"

predi!ts &hi!h "eadership sty"e is most appropriate in ea!h situation on the basis o the o""o&ers maturity%

As peop"e mature# "eadership sty"e be!omes "ess tas' o!used and more re"ationship orie

autocratic and de!ocratic leadership > Tannenbaum and S!hmidt 637?:9 &or' o Le&in and *hite#

managers need )arying mi@tures o auto!rati! and demo!rati! "eadership beha)ior%

primary determinants o "eadership sty"e shou"d in!"ude the nature o the situation# the

manager# and the abi"ities o the group members%

A"though situationa" and !ontingen!y theories added ne!essary !omp"e@ity to theory and !ontinue to be app"ied e0e!ti)e"y by managers# by the "ate 3714s#began arguing that e0e!ti)e "eadership depended on an e)en greater numberin!"uding organizationa" !u"ture# the )a"ues o the "eader and the o""o&ers# theen)ironment# the in/uen!e o the "eader.manager# and the !omp"e@ities o the

E0orts to integrate these )ariab"es are apparent in more !ontemporary intera!transormationa" "eadership theories%


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"nteractional LeadershipTheories (19#0-$resent)The basi! premise o intera!tiona" theory is that "eadership beha)ior is genera""

by the re"ationship bet&een the "eaders persona"ity and the spe!i,! situation% 637149# an intera!tiona" theorist# &as the ,rst to propose a mode" o humans asbeings &hose &or'ing en)ironment &as an open system to &hi!h they respondmay be de,ned as a set o ob+e!ts# &ith re"ationships bet&een the ob+e!ts and attributes% A system is !onsidered open i it e@!hanges matter# energy# or inormits en)ironment% S!heins mode"# based on systems theory# had the o""o&ing as

Peop"e are )ery !omp"e@ and high"y )ariab"e% They ha)e mu"tip"e moti)es or do5or e@amp"e# a pay raise might mean status to one person# se!urity to another#a third%

Peop"es moti)es do not stay !onstant but !hange o)er time%

oa"s !an di0er in )arious situations% 5or e@amp"e# an inorma" groups goa"s madistin!t rom a orma" groups goa"s%

A persons perorman!e and produ!ti)ity are a0e!ted by the nature o the tas' her abi"ity# e@perien!e# and moti)ation%

Co sing"e "eadership strategy is e0e!ti)e in e)ery situation%


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"nteractional LeadershipTheories (19#0-$resent)The basi! premise o intera!tiona" theory is that "eadership beha)ior is gene

determined by the re"ationship bet&een the "eaders persona"ity and the spsituation% S!hein 637149# an intera!tiona" theorist# &as the ,rst to propose ahumans as !omp"e@ beings &hose &or'ing en)ironment &as an open systemthey responded% A system may be de,ned as a set o ob+e!ts# &ith re"ationsbet&een the ob+e!ts and bet&een their attributes% A system is !onsidered oe@!hanges matter# energy# or inormation &ith its en)ironment% S!heins moon systems theory# had the o""o&ing assumptions-

Peop"e are )ery !omp"e@ and high"y )ariab"e% They ha)e mu"tip"e moti)es o

things% 5or e@amp"e# a pay raise might mean status to one person# se!urity and both to a third%

Peop"es moti)es do not stay !onstant but !hange o)er time%

oa"s !an di0er in )arious situations% 5or e@amp"e# an inorma" groups goa"Buite distin!t rom a orma" groups goa"s%

A persons perorman!e and produ!ti)ity are a0e!ted by the nature o the this or her abi"ity# e@perien!e# and moti)ation%

Co sing"e "eadership strategy is e0e!ti)e in e)ery situation%


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Transormationa" )s% Transa!tionLeaders

;urns 62449# rgani! Stru!ture

both "eaders and o""o&ers ha)e the abi"ity toraise ea!h other to higher "e)e"s o moti)ationand mora"ity%

Identiying this !on!ept as transformationalleadership#

t&o primary types o "eaders in management%The traditiona" manager# !on!erned &ith the day.today operations# &as termed a transactional leade

The manager &ho is !ommitted# has a )ision# and iab"e to empo&er others &ith this )ision# ho&e)er#&as termed a transformational leader


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;urns 62449# rgani! Stru!ture

both "eaders and o""o&ers ha)e the abi"ity toraise ea!h other to higher "e)e"s o moti)ationand mora"ity%

Identiying this !on!ept as transformationalleadership#

t&o primary types o "eaders in management%The traditiona" manager# !on!erned &ith the day.today operations# &as termed a transactional leade

The manager &ho is !ommitted# has a )ision# and iab"e to empo&er others &ith this )ision# ho&e)er#&as termed a transformational leader


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;ass and A)o"io 6377


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(ase - Transormationa" )s%Transa!tiona" Leaders

Source:Mielnicki, M., Murphy, P., & Globel, B. (2009, M

Transformaional lea!ership" #uccessful mer$in$ of a hemaolo$y%oncolo$y uih a palliai'e care%oncolo$y uni. Oncology Nursing Forum,(), 9*+0.

This case su!y repore! on he mer$er of o me!ical oncolo$y unis

hemaolo$y%oncolo$y uni an! a palliai'e care%oncolo$y uni. -lhou$h he un

ere $eo$raphically locae! near one anoher an! share! a uni secreary, ea

uni ha! a separae lea!ership eam, a uniue culure, an! in!i'i!ual saff

$ui!elines. The unis ere slae! o mer$e ino one saff ih !ual compeenc

an! one lea!ership eam o care for he combine! paien populaion. /ss

i!enifie! relae! o he mer$er, hich nee!e! o be a!!resse! ere i!enifie!

saff sche!ulin$, e!ucaion, orkflo, an! eam buil!in$.

olloin$ a 1*hour lea!ership rerea, hich emphasie! i!ealie! influen

inspiraional moi'aion, in!i'i!ualie! consi!eraion, an! inellecual simula

(four facors of ransformaional lea!ership principles), he lea!ership eam


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Leadership Sty"es


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Leadership Sty"es


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Ser)ant Leadership

A"though reen"ea 637119 de)e"oped the idea o ser)ant "eamore than 4 years ago# it !ontinues to great"y in/uen!e "eathin'ing in the 23st !entury%

In more than our de!ades o &or'ing as dire!tor o "eadershde)e"opment at ATFT# reen"ea noti!ed that most su!!essumanagers "ead in a di0erent &ay rom traditiona" managers%

These managers# &hi!h he termed ser)ant "eaders# put ser)

in!"uding emp"oyees# !ustomers# and the !ommunity# as theone priority% In addition# ser)ant "eaders oster a ser)i!e in!"iothers that promotes !o""aboration# team&or'# and !o""e!ti)e

reen"ea argued that to be a great "eader# one must be a se,rst%


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Ser)ant Leadership

Sutton 62447 many indi)idua"s p"a!ed in positions o authority

be!ome "ess mindu" o others ee"ings and need

Their subordinates de)ote tremendous energy to&at!hing and interpreting the a!tions o their "ea

and the end resu"t is a to@i! tandem &here emp"ee" underappre!iated and o)er!ontro""ed%

ood "eaders ,nd &ays to pro)ide emp"oyees &ipredi!tabi"ity# understanding# !ontro"# and !ompaand the re&ard is "ong.term emp"oyee "oya"ty%


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Ser)ant Leadership

Ta'aba 62447 Ser)ant "eadership is one o the top 34 !hara!terist

agi"e organization today%

Ser)ant "eaders ha)e a greater sense o goa" settintraditiona" "eaders>

their "istening s'i""s are enhan!ed they are to"erant o impere!tion# re!ognizing that

sometimes things +ust need to be Ggood enough%

a!!eptan!e and empathy are greater in ser)ant "eathan in traditiona" "eadership%


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Ser)ant Leadership

Sturm 624479 ser)ant "eadership beha)iors in three themati! !ategor

3% respe!t and )a"uing o one as a uniBue indi)idua"#

2% a$rmation o proessiona" +udgment and air treatmenregarding &or'"oad#

% !o""aboration &ith super)isors and administrators in a&i""ingness%

.Ser)ant."eadership mode" !an support persona" and progro&th# empo&ering emp"oyees to p"ay a "eadership rothereby in!reasing !o""aboration# satisa!tion# and reten


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Ser)ant Leadership


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%!otional "ntelligence gaining prominen!e in the 23st !entury is

6EI# a"so 'no&n as E9% emotiona" inte""igen!e reers to the Gunderstanding and

re!ognition o onese" and others abi"ities# per!eption aattitudes 6Momeni# 2447# p% ?9% =

an *agner 624479 - the abi"ity to per!ei)e# !ontro"# and emotions%

In their origina" &or' on EI in 3774# Mayer and Sa"o)ey suggested that EI de)e"ops &ith age and that it !onsistsmenta" pro!esses-

3% Appraising and e@pressing emotions in the se" and ot

2% Regu"ating emotion in se" and others

% Jsing emotions in adapti)e &ays


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%!otional "ntelligenceMayer and Sa"o)ey 637719

In 3771# they urther re,ned EI into < menta" abi"ities-3% per!ei)ingKidentiying emotions#

2% integrating emotions into thought pro!esses#

% understanding emotions# and


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To de)e"op s'i"" in both "eadership ro"es and management u5or managers and "eaders to un!tion at their greatest potent&o must be integrated%

ardner 637749 integrated "eader.managers possess si@distinguishing traits-

3% They thin' "onger term% They are )isionary and uturisti!% They !onside0e!t that their de!isions &i"" ha)e years rom no& as &e"" as their imm!onseBuen!es%

2% They "oo' out&ard# to&ard the "arger organization% They do not be!omnarro&"y o!used% They are ab"e to understand ho& their unit or departm

into the bigger pi!ture%

% They in/uen!e others beyond their o&n group% E0e!ti)e "eader.manaabo)e an organizations bureau!rati! boundaries%


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%!otional "ntelligenceMayer and Sa"o)ey 637719

In 3771# they urther re,ned EI into < menta" abi"ities-3% per!ei)ingKidentiying emotions#

2% integrating emotions into thought pro!esses#

% understanding emotions# and


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%!otional "ntelligence o"eman 6377:9# in his 377?

best se""er Emotiona"Inte""igen!e# bui"t upon this&or' in his identi,!ation o ?!omponents o EI-

A"" indi)idua"s ha)e a rationa"thin'ing mind and anemotiona" ee"ing mind andthat both in/uen!e a!tion% Thegoa"# then# in EI is emotiona""itera!ybeing se".a&areabout ones emotions andre!ognizing ho& they in/uen!esubseBuent a!tion%

Jn"i'e Mayer and Sa"o)ey#


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$rincipal gent Theory emerged in the 3784s and 3714s

intera!ti)e "eadership theory being a!ti)e"y e@p"ored in!entury%

Cot a"" o""o&ers 6agents9 are inherent"y moti)ated to a!best interest o the prin!ipa" 6"eader or emp"oyer9%

This is be!ause o""o&ers may ha)e an inormationa" 6e@or 'no&"edge9 ad)antage o)er the "eader as &e"" as the

preeren!es# &hi!h may de)iate rom the prin!ipa"s preThe ris' then is that agents &i"" pursue their o&n ob+e!t

interests instead o that o their prin!ipa"%

Prin!ipa"s then must identiy and pro)ide agents &ithappropriate in!enti)es to a!t in the organizations best


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$rincipal gent Theory 5or e@amp"e#

!onsumers &ith good hea"th insuran!e and sma"" out.o.po!'etmay ha)e "itt"e moti)ation to a!t prudent"y in a!!essing hea"thresour!es# sin!e payment or ser)i!es used &i"" !ome primari"yinsurer% The insurer then must !reate in!enti)es or agents &hoon"y needed ser)i!es%

Another e@amp"e might be end.o.shit o)ertime% *hi"e most edo not intentiona""y see' or &ant to &or' o)ertime ater a "ongshit# the rea"ity is that doing so typi!a""y resu"ts in ,nan!ia" re&Emp"oyers then must either !reate in!enti)es that re&ard empare ab"e to !omp"ete their &or' in the a""otted shit time or !redisin!enti)es or those &ho do not%


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uthentic Leadership emerging "eadership theory or the !ontemporary "eader.man

arsena"

In order to "ead# "eaders must be true to themse")es and theirand a!t a!!ording"y%

Stan"ey 6244:9 congruent leadershipN - a mat!h 6!ongruebet&een the a!ti)ities# a!tions# and deeds o the "eader and t"eaders )a"ues# prin!ip"es# and be"ies%

Authenti! or (ongruent "eadership theory di0ers some&hat rtraditiona" transormationa" "eadership theories# &hi!h sugges"eaders )ision or goa"s are oten in/uen!ed by e@terna" or!esthere must be at "east some Gbuy.in o that )ision by o""o&e

In authenti! "eadership# it is the "eaders prin!ip"es and their !to a!t a!!ording"y that inspire o""o&ers% Thus# authenti! o""o&

rea"ize their o&n true nature%


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uthentic Leadership Authenti! "eadership is not easy%

It ta'es great !ourage to be true to ones !on)i!tions &hen eor!es or peer pressure en!ourages an indi)idua" to do sometor she ee"s mora""y &ou"d be inappropriate%

theoreti!a" !onstru!t o authenti! "eadership

Shirey 624489 ? distinguishing !hara!teristi!s o authenti! "ea


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uthentic Leadership A)o"io et a"% 624479 - ho&e)er# that the genera" agreement in

"iterature is that there are our a!tors that !o)er the !ompon

authenti! "eadership- +alanced processingreers to ana"yzing data rationa""y be

ma'ing de!isions%

"nternali,ed !oral perspectiesuggests that the authentis guided by interna" mora" standards that then guide his or hbeha)ior%

'elational transparencyreers to open"y sharing ee"ings ainormation appropriate to a situation# and

sel.-a/areness a""udes to a 'no&ing o se" so as to ma'e sthe &or"d 6A)o"io et a"%9%

&or' on de,ning and measuring authenti! "eadership is in its

stages o de)e"opment and that urther resear!h is needed to


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Thought Leaders Emerge in the 23st !entury

A person &ho is re!ognized among his or her peers or inideas and &ho demonstrates the !on,den!e to promoteideas%

Any situation in &hi!h one indi)idua" !on)in!es another !onsider a ne& idea# produ!t# or &ay o "oo'ing at things

(ha""enge the status Buo

Attra!t o""o&ers not by any promise o representation oempo&erment# but by their ris' ta'ing and )ision in termbeing inno)ati)e%

The ideas put orth by thought "eaders typi!a""y are utuoriented and ma'e a signi,!ant impa!t%

In addition# they are genera""y prob"em.oriented# &hi!h itheir )a"ue to both indi)idua"s and or anizations%


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Thought Leaders Dyer# regersen# and (hristensen 624479 suggest that &

a!tua""y ma'es thought "eaders so su!!essu" is somethi

!reati)e inte""igen!e# &hi!h enab"es them to use both sidtheir brain in generating ne& ideas%

Dyer et a"% - ? Gdis!o)ery s'i""s that separate true inno)rom the rest o us-

asso!iating#

Buestioning# obser)ing#

e@perimenting# and

net&or'ing%

Inno)ators a!ti)e"y and !onsistent"y engage in these diss'i""s% As a resu"t# they gain !on,den!e in their !reati)e and e)entua"" be!ome de,ned b them% GInno)ati)e


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uantum Leadership

emerged in the 3774s#

better understand dynami!s o en)ironments bui"ds upon transormationa" "eadership

"eaders must &or' together &ith subordinates to identiy !ommon goa"s#

e@p"oit opportunities# and

empo&er sta0 to ma'e de!isions or organizationa" produ!ti)ity to o!!ur%

espe!ia""y true during periods o rapid !hange and needed transition%

;ui"ding on Buantum physi!s# &hi!h suggests that rea"ity is oten dis!ontinuousparado@i!a"

en)ironment and !onte@t in &hi!h peop"e &or' is !omp"e@ and dynami! and thadire!t impa!t on organizationa" produ!ti)ity%

The theory a"so suggests that !hange is !onstant%Todays &or'p"a!e is a high"y /uid# /e@ib"e# and mobi"e en)ironment# and this !a""s or an

inno)ati)e set o intera!tions and re"ationships as &e"" as the "eadership ne!essary to !re6Porter.rady F Ma""o!h# 24419%


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(u"tura" ;ridging

The ne& ro"e o the "eader.manager as a !u"tura" bridge has be!ome a reB

our so!iety be!omes more di)erse% As so!iety be!omes more di)erse# a ne& ro"e o the "eader.manager as a !

bridge has be!ome a reBuirement%

In!reasing ethni! di)ersity# both in the popu"ation as a &ho"e and in the &oresu"ted in an in!reased need or "eaders to be !u"tura" bridges%

(urrent demographi! data sho& that the J%S% popu"ation !ontinues to di)eethni!a""y# &ith minority popu"ations in!reasing at a aster rate than the &hHispani! popu"ation 6Huston# 24349%

a greater need or generationa" team bui"ding and !on/i!t reso"ution%

enerationa" )a"ues and e@pe!tations are not uni)ersa"%

As a resu"t# unBuestioned assumptions oten resu"t in generationa" misinte

5e& organizations# ho&e)er# ha)e dire!t"y !onronted the imp"i!ations o h&ith this di)ersity or to e@amine the impa!ts that it has on the Bua"ity o !a

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Integrated Management 4 Leadership