Which leadership model will help you fulfill the mission ...staff.maxwell.syr.edu/cgerard/Class lecture 1-2 Leadership 2012...Which leadership model will help you fulfill the mission

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Organizational Leadership: Trends, Theory, and Practices

Which leadership model will help you fulfill the mission and vision of the organization ?

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Leadership

Followers

Direction/Vision

Power/Influence

Leadership

Traits vs

Motivation

Integrity

Confidence

Cognitive Ability

Task Knowledge

Kirkpatrick and Locke

Behaviors

Transfomation (Burns)

Competing Values (Quinn)

Frames (Bolman and Deal)

Styles: Production vs People (Blake and Mouton)

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Leadership

Styles vs

Style is fixed, change context

(Blake and Mouton,Hermann)

Behaviors

Change behaviors to meet contextual demands

Leadership vs Management (Kotter)

Management

• Planning and Budgeting• Organizing and Staffing

• Controlling and Problem Solving

Predictability and Order

Leadership

Developing Vision and Strategies

Aligning People

Motivating and Inspiring Performance

Dramatic Useful Change

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Leadership vs Management

“Managers are people who do things right and leaders are people who do the right thing.”

Bennis and Nanus, 1985, p.21.

Organizational Models

Industrial/ Professional InformationalBureaucratic

Source: Dennis Gillen, S.U. Whitman School of Management

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Industrial Professional Informational

Socio-Economic Environment

Environment regional national global

Scope

Strength

production- driven technology- driven market -driven

efficiency size flexibility

Power, Planning and Purpose

Governance chain of command participation self-management

Planning operational MBO strategic

Power hierarchical expertise value-added skills

Organizational focus

scientific human relations competitive management advantage

Structure mechanistic institutional interactive networks

Organizational Culture and Leadership

Culture bureaucratic planned changed learning

Interaction direction negotiation collaborationApproach systematic facilitative facilitative

Employee Relationship

adversarial parental shared accountability

“. . . even eBay are all based on social contracts whose dominant feature is that authority comes form the bottom up, and people can and do feel self empowered to improve their lot. People living in such contexts tend to spend their time focusing on what to do next, not on

whom to blame next.” (p. 562)

The New Middlers: Great collaborators, orchestrators ,synthesizers, explainers, leveragers, adapters

Global collaboration

“ Thinking more seriously about how we stimulate positive imaginations is of the utmost importance.. .peaceful imaginations that seek to minimize alienation and celebrate

interdependence rather than self-sufficiency, inclusion rather than exclusion, openness, opportunity, and hope rather than limits suspicion, and grievance” (p. 545)

eBay created a self-governing community

Openess and exposure breeds trust and tolerance

The World is Flat(Tom Friedman)

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Collaborative Management/Leadership

Collaborative management is a concept that describes the process of facilitating and operating in multi-organizational arrangements to solve problems that cannot be solved, or solved easily, by single organizations. Where traditional administration relied primarily on organization structure to shape administrative action, collaborative management is more fluid, thus requiring managers to shift from structure to process for leverage. Thus, the needed skill set of managers has changed to one that heavily emphasizes negotiation, facilitation, mediation, and collaborative problem solving." (Rosemary O’Leary)

Integrative Leadership

Bringing diverse groups and organizations together in semi-permanent ways – and typically across sector boundaries – to remedy complex public problems and achieve the common good. The framework highlights in particular the leadership roles and activities of collaboration sponsors and champions

Bryson and Crosby

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Bureaucracy . . .

“The concentration of authority in a complex structure of administrative bureaus”

“the administration of government through departments and subdivisions managed by sets of appointed officials following an inflexible routine”

“government officialism or inflexible routine. (See red tape.)”

Webster’s New World Dictionary, 1994

Bureaucracy

What is the “history” of your bureaucracy?

What does it do well? What are its problems?

Are you in a reform stage? What are the goals of the reform?

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The American Dream

“The core of the problem addressed by this bureaucratic paradigm is democratic accountability. The solution, devised as an alternative to partisan patronage and ad hoc meddling, is that execution of the laws be organized as a ministerial activity. The laws should be crystal clear; their execution should be thoroughly routine. The aims of managerial reform, quite simply, should be honesty, efficiency, and a day’s work for a day’s pay. The demons are corruption, arbitrariness, and sloth. There is no room in this paradigm for bureaucratic intelligence or creativity . . .”

Alan Altshuler in Barzelay, 1992, p, viii

Do we need government? (It depends) Rousseau

-Humans are rational actors who need liberty and resources

-Liberty

Hobbes-Humans are “brutish

animals”

-Regulation

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Choice: Limited Government

Create an environment where people can be successful on their own

Defense

Economic regulation for strong commerce

Land acquisition

Immigration

Who are the administrators?

1789-1830 Elites

1830-1900 Political appointees controlled by the parties

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Catalyst for Change

Corruption of the political parties, urbanization, immigration

Progressive movement (1880’s-1930’s) Electoral reform

Anti-corruption

Government services: public education, regulation of food

Professional, non-political administrators

The Weberian Dream: the Bureaucracy

-Technical superiority- Efficiency- Clarity of roles, task, rules, and purpose- Trained, qualified officials- Ability to work together without conflict- Equity for all

Rainey, 1996, p. 32

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The Profession of Public Administration

Woodrow Wilson: The Study of Administration

Frederick Taylor: Scientific Management

Politics –Administration Dichotomy

Efficiency as defined by a business model

Bureaucratic Paradigm

Economy and Efficiency

Competence and Professionalism

Impersonal Administration (neutrality)

Rational Planning

Unity of Command

Control

Michael Barzelay, 1992

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Conflicts in the Bureaucratic Paradigm Politics vs Administration

Administrative vs Technical Expertise

Rules vs Discretion

Planning vs Execution

Staff vs Line

Headquarters vs Field

Centralization vs Decentralization


Accountability Problems

Weak

Misguided

Misplaced


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Reinventing Government

Government is the means by which we make collective decisions; provide service that benefits all; solve collective problems.

People who work in government are not the problem; the systems in which they work are the problem.

Osborne and Gaebler, 1991

A New Kind of Government Catalytic- Steering rather than rowing Community-Owned- Empowering rather than serving Competitive- Injecting competition into service delivery Mission-Driven- Transforming rule-driven organizations Results-Oriented- Funding Outcomes, not inputs Customer-Driven- Meeting customer needs, not the

bureaucracy Anticipatory- Prevention rather than cure Decentralized- From hierarchy to participation

Osborne and Gabler

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The New Public Management: Running a Business?

National Partnership for Reinventing Government (US)

Next Steps (UK)

Circulaire Rocard (France)

Etc.

Public Sector Modernisation: Open Government?“Citizens can know things, get things, create things”

Transparency and Accountability

Fairness and Equity

Efficiency and Effectiveness

Respect for the rule of law

High Standards of ethical behavior

OECD Policy Brief, “Public Sector Modernisation: Open Government,” February 2005

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The New Public Administration

Public Administration Tradition: Neutral service

Public Affairs Tradition: Interactive leadership (statesmanship)

Policy Analysis Tradition: Analysis and objectivity

The New Public Administration: ?

UN2005 DESA Public administration

Public management

Responsive governance

Civil service system Closed and boundedCareer civil service

Tenure

Open and decentralizedPosition-based

Fixed-term

Open and regulatedCore civil service; others position-based

Tenure and fixed term

Institutionalarrangements

Independent central personnel authority

Personneladministration

Unified pay system

HRM decentralized to line ministries

HRM

Individual contracts

Lead regulator; decentralized HRM

Strategic HRM

Unified and performance-based

Career Advancement Seniority-based Performance-based Range of competencies

Pay Policy Qualifications and experience

Job-based criteria with performance elements

Job-based criteria with performance elements

PerformanceManagement

Professional ethics Performance agreement

360-accountability

HR Development Functional skills Competencies Competencies and

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Creating Public Value (Moore)

“Explorers” commissioned by society to search for public value that underlies vision

Responsive to authorizing environment

Open their views to political commentary and operational tests of effectiveness

Leadership in the Public Sector: What is it? Why did you join the

public sector?

What keeps you going?

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Leadership in the Public Sector: What is it? Values Neutral

A Higher Calling

Running a Business

The Neutral Bureaucrat

Implements not Decides (Wilsonian Dichotomy)

POSDCORB

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The Activist

Leadership

Street Level Bureaucracy (Lipsky)

Reinventing Government (Osborne and Gabler)

The Business Leader

Reinventing and reengineering

Measuring costs and performance

Contracting for most efficient service

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How is leadership thinking evolving?

Leadership

“By leadership, most people mean the capacity of someone to direct and energize the willingness of people in social units to take action and achieve goals.”

Hal Rainey, 1996, p.260

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Characteristics of Admired Leaders(Kouzes and Posner, The Leadership Challenge)

Percent of respondents selecting characteristic

2002 1995 1987

Honest 88 88 83

Forward-looking 71 75 62

Competent 66 63 67

Inspiring 65 68 58

Intelligent 47 40 43

Fair-minded 42 49 40

Broad-minded 40 40 37

Supportive 35 41 32

Straightforward 34 33 34

Dependable 33 32 33

Cross-national Characteristics of Admired Leaders(Kouzes and Posner, The Leadership Challenge)

Percent of respondents selecting characteristic

Honest Forward-looking

Competent Inspiring

Malaysia 95 78 62 60

Australia 93 83 59 73

Canada 88 88 60 73

United States 88 71 66 65

New Zealand 86 86 68 71

Mexico 85 82 62 60

Scandinavia 84 86 53 90

Korea 74 82 62 55

Japan 67 83 61 51

Singapore 65 78 78 94

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Open Government

“Citizens can know things, get things, create things”

OECD Policy Brief, Public Sector Modernisation: Open Government, February 2005

Leadership Model: Scientific Management (Structural Model)

“The decisive reason for the advance of the bureaucratic organization has always been its purely technical superiority over any form of organization.

Precision, speed, unambiguity. . . reduction of friction and of material and personnel costs - these are raised to the optimum point in the strictly bureaucratic administration.” Max Weber

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Leadership: Weber’s Rational Organization

Labor and responsibilities are divided and specified Positions are organized in a hierarchy of authority Employees are objectively selected and promoted

for technical abilities Administrative decisions are recorded and kept Career managers work for salaries Standard rules and regulations for all

Leadership Model: Scientific Principles

“Science, not rule of thumb.

Harmony, not discord.

Cooperation, not individualism.

Maximum output, not restricted input.

Development of each man to his greatest efficiency and prosperity.”

Frederick Taylor, 1911 in Weisbord, 1987, p. 63.

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Leadership: Breakthroughs in Scientific Management

Financial Controls

Jobs as Tasks

Time and Motion Studies

Pay for Performance

Wage Incentives

Group Supervision

Labor-Management Cooperation

Training

Leadership: The Rational Leader

POSDCORB planningorganizingstaffingdirectingcoordinating reportingbudgeting Luther Gulick,1937 in

Rainey, 1996, p. 33

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Scientific/ Rational Management

Environment

•Stability

Goals

•Jobs as Tasks•Hierarchy•Objective selection•Standard rules and

regulations•Efficiency•Standardization•Compliance “Well Oiled Machine

Bureaucracy”

Scientific/Rational Management

Weber, 1890

•“precision, speed. . .reduction of friction and of material and personnel costs.”

Taylor, 1911

Gulick, 1937

•“Science, not rule of thumb•Harmony, not discord•Cooperation, not individualism•Maximum output, not restricted input•Development of each to his greatest efficiency and prosperity.”

•Planning Organizing•Staffing Directing•Coordinating Reporting•Budgeting

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Human Resource Model

Environment

•Growth•Professionalism

Goals

•Job enrichment•Participative decisionmaking•Training and performance development

•Productivity•Job Satisfaction

Create a fit between the needs of people and the needs of the organization

Human Resource Model

Maslow

•Hierarchy of Needs:Physiological…Safety...

Belonging…Esteem…Self-Actualization

McGregor

Blake and Mouton

•Theory X vs Theory Y: leadership based on belief about people

Burns

•Transformational vs Transactional: raise employees beyond self- interest•Leadership Grid:

Production vs People

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Leadership: Human Resource Model

Leaders need to create a “fit” between the needs of the people and the needs of the organization.


Maslow’s Hierarchy of Needs (1954)

Physiological. . .Safety. . .Belonging. . . Esteem . . . Self-Actualization

Herzberg’s Two-Level Hierarchy (1966)

Motivators address job satisfaction, self-actualization needs vs hygiene needs

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McGregor’s Theory X and Theory Y (1960)

Theory X managers believe: Employees are passive, lazy, prefer to be led, resist change.

Theory X managers manage:


Theory Y managers believe: People are not passive by nature, but as a result of their experience in organizations.

Theory Y mangers manage: By relying on the self-control and self-direction of employees; by arranging things so that the interests of the employees and the organization coincide.

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Ouchi’s Theory Z (1981)

“All of the American employees say,"This is the best place I’ve ever worked. They know what they doing here, care about quality and make me feel like part of one big family.”


Transformational vs Transactional Leadership:Leaders should raise followers to a higher plane, transcending self-interest.

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Burns (1978) : Move from exchanging rewards for performance to transforming goals.

Bennis and Nanus (1985): Leaders lead by managing themselves, doing the right things, empowering others.

Bass (1985): Leaders engage in both transactional and transformational leadership.


Leadership Practices

- Job enrichment vs enlargement

- Participative management

- Training and organizational development

- Total quality management

- Reinvention/reengineering

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1990’sLeadership Roles

Employees Managers Leaders

Power

1980’sHuman Resource Model

Environment

•Competition•Scarce resources•Globalization

Management Approach

Goals

•Total Quality Management

•Process management•Team decisionmaking•Quality control

•Satisfy customers•Create new products and services•Empower staff

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Political Model

Environment

•Growing mandates•Focus on resources•Globalization

Goals

•Positive politics•Coalition building•Interest-based negotiations

•Gain power •Control scarce resources

“Positive Politics”

Leadership: Political Model

Organizations are competing coalitions. The job of the leader is to gain power and control scarce resources.

The skills of leadership are agenda setting, networking, forming coalitions, and negotiating. (Kanter, 1983)

Leaders need to acquire and use power through positive politics. (Burns, 1978; Block, 1986)

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Leadership: Symbolic Model

Organization structure, size, complexity, and administrative systems are symbols, reflecting legal and social expectations. Organizations are judged not as much by actions as by appearance.

Leadership: Symbolic Model

Organizations as cultures (Arnold, 1938; Schein 1985)

Myths as creators of meaning and performance (Clark, 1972)

Plans and processes as symbols of good management; garbage can theory of meetings (March, 1974)

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Symbolic Management

Environment


Management Approach

Goals

•Symbolic Model

•Managing organizational culture•Creating meaning with symbols

•Create symbols that meet legal and social expectations •Use values and symbols to inspire staff

Open Systems/Learning Organizations

Environment


Management Approach

Goals

•Open Systems Model

•Systems thinking•Capacity building•Respond to contingencies

•Understand inter-relationships•Create learning/adaptive organizations

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Leadership: Open Systems Model

Systems Approach (Katz and Kahn, 1966)

An organization is a system with interdependent social and technical subsystems, which seek to maintain equilibrium and therefore adapt to environmental disturbances


Contingency Approach (Lawrence and Lorsch, 1967)

Organizational size and processes are shaped by contingencies of technology, size, environment, and strategic choice.

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Learning Organization (Senge, 1990)

Organizations will survive and thrive on the basis of the continual learning of their members. Learning is accomplished through five disciplines: 1) systems thinking, 2) personal mastery, 3) shedding mental models, 4) building shared vision, and 5) team learning and dialogue.

Open Systems: Adaptive Leadership

Adaptive vs Technical Leadership (Heifetz and Laurie, 1997)

shifting approach to leadership functions (direction, protection, role orientation, controlling conflict, norm maintenance) from technical to adaptive

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1970’s- 1990’sOpen Systems/Learning Organizations

Heifetz Senge

•Systems thinking•Personal mastery•Shedding mental models•Building shared vision•Team learning

•Identify adaptive challenges•Keep distress within productive range•Direct attention to ripening issues •Give work back to the people•Protect voices of leadership in the community

Open Systems: Adaptive Leadership

Six Principles1. “Get on the balcony” to see patterns

2. Identify challenges and ask key questions

3. Let the organization feel pressure

4. Challenge current roles without defining new ones

5. Expose conflict or let it emerge

6. Challenge unproductive norms

Heifitz and Laurie, 1997

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Self-Organizing Systems (Wheatley, 1992)

Organizations are fluid, self-organizing systems that use relationships, information, and self-reference to maintain stability.

Leadership: New Scientific Management

Organizations are self-renewing interdependent systems

Information is the driver and must be everywhere

Participation, communication, and teams are the keys to learning

Shared vision provides meaning and stability

Redefine processes

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1990’sOrganizations and Management

Environment

•Globalization•Change as a Way of Life

Management ApproachGoals

•Situational/Change Leadership•Reinvention

•Innovation•Competition

Uncertainty calls for Situational Leadership

Managerial Grid (Blake and Mouton, 1969)

Concern for Task vs Concern for People

Situational Leadership (Hersey and Blanchard,1977)

Balance of Task vs Relationship (telling, selling, participating,

delegating)

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Situational Leadership

Four Frames (Bolman and Deal, 1991)

Operating in all four frames (human resource, structural, symbolic, political)

Competing Values Competency Framework (Quinn,1983)

Mastering competing roles and competencies

Leadership: Four Frames Model

“ The truly effective manager and leader will need multiple tools, the skills to use each of them, and the wisdom to match frames and situations.” Bolman and Deal

Human Resource Structural

Political Symbolic

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Structural Frame:Organization as Factory/Machine

Goals Specialized roles Formal relationships Focus is on

Data Logic Structure Plans Policies

Structural Frame

Goal

Attune structure to task

Keep organization headed in right direction

Strategic Planning

Strategies to set objectives and coordinate resources

Decision Making

Rational sequence to produce right decision

Communication

Transmit facts and information

Leader

Analyst

Architect

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Human Resource Frame:Organization as Family

Needs Skills Relationships Focus is on

Skills Attitudes Teamwork Communications

Human Resource Frame

Goal

Align organizational and human needs

Keep people involved and communication open

Strategic Planning

Gatherings to promote participation

Decision Making

Open process to produce commitment

Communication

Exchange information, needs, and feelings

Leader

Servant

Catalyst

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Political Frame:Organization as Jungle

Power Conflict Competition Organizational politics Focus is on

Build a power base Get access Influence key players

Political Frame

Goal Develop agenda and power

base

Provide opportunity for individuals and groups to make interests known

Strategic Planning Arenas to air conflicts and

realign power

Decision Making

Opportunity to gain or exercise power

Communication

Influence or manipulate others to gain support and resources

Leader

Advocate

Negotiator

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Symbolic Frame:Organization as Theater/Temple Culture Meaning Metaphor Ritual Stories Heroes Focus is on

Meaning Belief Faith

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Symbolic FrameGoal

Create Faith Beauty Meaning

Develop symbols and shared values

Strategic Planning Ritual to signal

responsibility, produce symbols, negotiate meanings

Decision Making

Ritual to confirm values and provide opportunities for bonding

Communication

Tell stories

Articulate vision

Leader

Prophet

Actor

Leadership: Competing Values Framework (Adapted from Quinn)

Visionary

Mentor Innovator

Facilitator Broker

Monitor

DirectorCoordinator

Producer

Culture

Manager

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Leadership: Competing Values Framework

•Communicating change as an opportunity•Thinking creatively•Adapting and changing products and services

•Building and maintaining a power base

•Analyzing stakeholder interests•Negotiating agreement and

commitment

Innovator

Broker

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•Monitoring personalperformance

•Managing collective performance•Managing organizational

performance

•Managing products•Designing work•Managing across functions

Monitor

Coordinator


•Working productively•Fostering a productive work

environment•Managing time and stress

•Strategic planning and goal setting•Designing and organizational structures•Delegating effectively

Director

Producer

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Leadership: Competing Values Framework• Understanding self and others• Communicating effectively• Developing employees

•Building teams•Using participative

decision making•Managing conflict

Mentor

Facilitator


•Developing vision•Translating vision into action•Aligning people•Inspiring energy

•Assessing and interpreting culture•Managing values and beliefs •Choosing appropriate change strategies

Visionary

Culture Manager

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Leadership: Competing Values Framework (2011)

Collaborate: Creating and Sustaining Commitment and CohesionControl: Establishing and Maintaining Stability and ContinuityCompete: Improving Productivity and Increasing ProfitabilityCreate: Promoting Change and Encouraging Adaptability

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Leadership Personal Organizational

Challenging the Process

1. Search for opportunities

2. Experiment and take risks

Inspiring a Shared Vision

3. Envision the future

4. Enlist others

Setting the Course

1. Build consensus on the vision

2. Define values

3. Set organizational goals

Fueling Improvement

4. Create partnerships

5. Put enablers in place:

-training & development

-rewards & recognition

-employee communication

- resource allocation

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Leadership Personal Organizational

Enabling Others to Act5. Foster Collaboration

6. Strengthen others

Modeling the Way7. Set the example

8. Plan the small wins

Encouraging the Heart9. Recognize individual contribution

10. Celebrate accomplishments*Kouzes and Posner, The Leadership

Challenge

- employee involvement

- info & measurement

6. Create the right organizational structure

7. Give and seek feedback on progress

Ensuring Success8. Know performance results

9. Celebrate accomplishments

10. Communicate areas for improvement

Leadership for Change

Present State

Vision ofTransition Desired

State

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Total Quality Management

New concepts: customer (internal and external), process, value added, supplier to output chain, empowerment, systems

Dilemma: balancing public policy with customer needs

What will help her ?

What can hinder her ?

Elizabeth Best

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You are Elizabeth Best. What should you do from the perspective of :

the symbolic frame

the political frame

the human resource frame

the structural frame ?

(Discuss for 10 minutes and come back!)

Elizabeth Best

2nd day mapped out a strategy For 3 weeks, visit agencies and take notes on

what could be done Wore a different dress each day Talked to managers- and clerks and

secretaries, then sat with directors Made appointment to meet with Secretary

and went through list (most important last)

Elizabeth Best

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Budget!!

Sold top advisor

Collected data, did staff work (jobs, other states, etc.)

Collected proposals

Sold $4 M increase to old buddy in charge of budgets ($2 M brings 6M revenues)

Redid budget, making up titles

Got budget

Elizabeth Best

Leadership: Four Frames Model

“ The truly effective manger and leader will need multiple tools, the skills to use each of them, and the wisdom to match frames and situations.” Bolman and Deal

Human Resource Structural

Political Symbolic

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5/13/03

Structural FrameOrganization as Factory/Machine Goals Specialized roles Formal relationships Focus is on

Data Logic Structure Plans Policies

5/13/03

Human Resource FrameGoal

Align organizational and human needs

Keep people involved and communication open

Strategic Planning

Gatherings to promote participation

Decision Making

Open process to produce commitment

Communication

Exchange information, needs, and feelings

Leader

Servant

Catalyst

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5/13/03

Political FrameOrganization as Jungle Power Conflict Competition Organizational politics Focus is on

Build a power base Get access Influence key players

5/13/03

Symbolic FrameOrganization as Theater/Temple Culture Meaning Metaphor Ritual Ceremony Stories Heroes Focus is on

Meaning Belief Faith

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Leadership: Competing Values Framework (Adapted from Quinn)

Visionary

Mentor Innovator

Facilitator Broker

Monitor

DirectorCoordinator

Producer

Culture

Manager

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Recognize mutual dependence (need for information and resources)

Seek information and help to do the job

Understand boss’s goals, pressures, style

Understand yourself and how you react to the boss

Accept your independence

Adjust to develop compatible styles

Trust!

John Kotter

Managing the Boss

Leadership

Styles vs

Style is fixed, change context

Behaviors

Change behaviors to meet contextual demands

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Leadership

Followers

Influence

Direction/Common Goal

Documents

Which leadership model will help you fulfill the mission ...staff.maxwell.syr.edu/cgerard/Class lecture 1-2 Leadership 2012...Which leadership model will help you fulfill the mission