8100sess 5 perspec on l moodle v13

Welcome to Session Five:Perspectives on Leadership

and Management

APMG 8100 Organisations and Leadership

Session Overview

What are perspectivesDifferent perspectives on Leadership

Perspectives on competencies of leaders? Managers?

New perspectives for leaders/managers

Discussion –”TBA....”Next time ....

What are some perspectives?Personal traits and characteristics that are

associated with effective leaders.Autocratic versus democratic leadership

behaviour and the impact of each.People-oriented and task-oriented

leadership behaviour and when each should be used.

Models …….

Diverse Perspectives of Leadership

Emphasizes how leaders help followers to confront conflicting values & to effect change from conflictEthical perspective that speaks directly to – Values of workersValues of organizations and the communities in which they work

4Northouse - Leadership Theory

and Practice, Sixth Edition © 2012 SAGE Publications, Inc.

Heifetz’s Perspective


Leaders use authority to mobilize followers to Get people focused on issuesAct as a reality test regarding information

Manage and frame issuesOrchestrate conflicting perspectivesFacilitate the decision-making process




Diverse Perspectives of Leadership con’t

Leaders use authority to mobilize followers to Get people focused on issuesAct as a reality test regarding informationManage and frame issuesOrchestrate conflicting perspectivesFacilitate the decision-making process

Leader provides a holding environment, a supportive context in which there is – Trust, nurturance, & empathy

Leader’s duties – Assist the follower in struggling with change

and personal growth6

.



Theory of Transformational LeadershipStrong emphasis on followers’ needs, values, &

moralsLeaders help followers in their personal struggles

concerning conflicting valuesStressing values such as liberty, justice, equalityConnection between leader & follower

Raises level of morality of bothLeader’s RoleAssist followers in assessing their values &

needsHelp followers to rise to a higher level of

functioning7 .

Burn’s Perspective

Perspectives - Style Approach

Emphasizes the behavior of the leader

Focuses exclusively on what leaders do and how they act

Comprised of two general kinds of Behaviors

Task behaviorsFacilitate goal accomplishment: Help group members achieve objectives

Relationship behaviorsHelp subordinates feel comfortable with themselves, each other, and the situation

8 .

Perspective Definition

Ohio State Studies - perspectivesLeadership Behavior Description

Questionnaire (LBDQ)Identify number of times leaders

engaged in specific behaviors150 questions

Participant settings (military, industrial, educational)

ResultsParticular clusters of behaviors were

typical of leaders9 .

Ohio State Studies, c’d ; LBDQ-XII (Stogdill, 1963)

Shortened version of the LBDQMost widely used leadership assessment instrumentResults - Two general types of leader behaviors:

Initiating structure – Leaders provide structure for subordinatesTask behaviors - organizing work, giving structure

to the work context, defining role responsibility, scheduling work activities

Consideration - Leaders nurture subordinatesRelationship behaviors – building camaraderie,

respect, trust, & liking between leaders & followers

10

University of Michigan Studies - perspectivesExploring leadership behavior

Specific emphasis on impact of leadership behavior on performance of small groups

Results - Two types of leadership behaviors conceptualized as opposite ends of a single continuumEmployee orientation

Strong human relations emphasisProduction orientation

Stresses the technical aspects of a jobLater studies reconceptualized behaviors as

two independent leadership orientations - possible orientation to both at the same time11 .

Blake & Mouton’s Managerial (Leadership) Grididk & Mouton’s Managerial (Leadership) GridHistorical Perspective

Leadership Grid Components Authority-Compliance (9,1)

Country Club Management (1,9)

Impoverished Management (1,1)

Middle-of-the-Road Management (5,5)

Team Management (9,9)

Paternalism/Maternalism (1, 9; 9,1)

Opportunism

Historical PerspectiveBlake & Mouton’s Managerial Leadership Grid

Developed in early 1960s

Used extensively in organizational training & development

Designed to explain how leaders help organizations to reach their purposesTwo factors

Concern for productionHow a leader is concerned

with achieving organizational tasks

Concern for peopleHow a leader attends to the

members of the organization who are trying to achieve its goals

13 .

Development Purpose

Authority-Compliance (9,1) text book p..

Efficiency in operations results from arranging conditions of work such that human interference is minimal

Heavy emphasis on task and job requirements and less emphasis on people

Communicating with subordinates mainly for task instructions

Results driven - people regarded as tools to that end

9,1 leaders – seen as controlling, demanding, hard-driving, & overpowering

14 .

Role FocusDefinition

Country Club (1,9)

Thoughtful attention to the needs of people leads to a comfortable, friendly organizational atmosphere and work tempo

Low concern for task accomplishment coupled with high concern for interpersonal relationships

De-emphasizes production; leaders stress the attitudes and feelings of people

1,9 leaders – try to create a positive climate by being agreeable, eager to help, comforting, noncontroversial



Definition Role Focus

Impoverished (1,1)

Minimal effort exerted to get work done is appropriate to sustain organizational membership

Leader unconcerned with both task and interpersonal relationships

Going through the motions, but uninvolved and withdrawn

1,1 leaders - have little contact with followers and are described as indifferent, noncommittal, resigned, and apathetic



Role FocusDefinition

Middle-of-the-Road (5,5)

Adequate organizational performance possible through balancing the necessity of getting work done while maintaining satisfactory morale

Leaders who are compromisers; have intermediate concern for task and people who do task

To achieve equilibrium, leader avoids conflict while emphasizing moderate levels of production and interpersonal relationships

5,5 leader - described as expedient; prefers the middle ground, soft-pedals disagreement, swallows convictions in the interest of “progress”17

Northouse - Leadership Theory and Practice, Sixth Edition ©

2012 SAGE Publications, Inc.


Team (9,9)

Work accomplished through committed people; interdependence via a “common stake” in the organization’s purpose, which leads to relationships of trust and respect

Strong emphasis on both tasks and interpersonal relationships

Promotes high degree of participation & teamwork, satisfies basic need of employee to be involved & committed to their work

9,9 leader - stimulates participation, acts determined, makes priorities clear, follows through, behaves open-mindedly and enjoys working




Paternalism / Maternalism

Reward and approval are bestowed on people in return for loyalty and obedience; failure to comply leads to punishment

Leaders who use both 1,9 and 9,1 without integrating the two

The “benevolent dictator”; acts gracious for purpose of goal accomplishment

Treats people as though they were disassociated from the task

Regards the organization as a family

Makes most of the key decisionsRewards loyalty and punishes

non-compliance




Opportunism

People adapt and shift to any grid style needed to gain maximum advantage

Performance occurs according to a system of selfish gain

Leader uses any combination of the basic five styles for the purpose of personal advancement

May be seen as ruthless and cunning

May also be seen as adaptable and strategic




Leaders usually have a dominant grid style used in most situations and a backup style that is reverted to when under pressure

Criticisms on Style perspectiveResearch has not adequately

demonstrated how leaders’ styles are associated with performance outcomes

No universal style of leadership that could be effective in almost every situation

Implies that the most effective leadership style is High-High style (i.e., high task/high relationship); research finding support is limited



Application Style approach / perspectiveMany leadership training and

development programs are designed along the lines of the style approach.

By assessing their own style, managers can determine how they are perceived by others and how they could change their behaviors to become more effective.

The style approach applies to nearly everything a leader does.



Another perspectiveDefinitionLeader-member exchange (LMX) theory:

conceptualizes leadership as a process that is centered on the interactions between a leader and

subordinates

Some theories focus on leaders: trait approach, skills approach, and style approach

Other theories focus on the follower and the context: situational leadership, contingency theory, and

path-goal theory.

23 .

Dimensions of LeadershipLMX theory makes the dyadic relationship between leaders and followers the focal point of the leadership process



LMX theory - groups

In-group/out-group status based on how well subordinate works with the leader and how well the leader works with the subordinate

How subordinates involve themselves in expanding their role responsibilities with the leader determines whether they become in-group or out-group participants

Becoming part of the in-group involves subordinate negotiations in performing activities beyond the formal job description

25 .

Subordinate

In-Group – more information,

influence, confidence, & concern from Leader

– more dependable, highly involved, & communicative than out-group

Out-Group – less compatible with Leader– usually just come to work, do their job, & go home

In-Group & Out-Group Subordinates

26 .

Out-GroupLeader

In-Group

SS

SSS

SS

SSSS

S

S

S

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CriticismsInadvertently supports the development of

privileged groups in the workplace; appears unfair and discriminatory

The basic theoretical ideas of LMX are not fully developed•How are high-quality leader-member exchanges created?

•What are the means to achieve building trust, respect, and obligation? What are the guidelines?

Because of various scales and levels of analysis, measurement of leader-member exchanges is being questioned

27 .

ApplicationApplicable to all levels of management and

different types of organizationsDirects managers to assess their leadership

from a relationship perspectiveSensitizes managers to how in-groups and out-

groups develop within their work unitCan be used to explain how individuals create

leadership networks throughout an organizationCan be applied in different types of

organizations – volunteer, business, education, and government settings

28 .

What are perspectives on competencies of leaders? Managers?Do research and complete this and

present your answers in class

NEW LEADERSHIP / MANAGEMENT COMPETENCIESRe-think their approach to organising, leading, controlling, directing and motivating employees

Give up their command-and-control mind-set to focus on coaching, providing guidance, creating organisations that are fast, flexible, innovative and relationship oriented (strength and quality of relationships)

NEW LEADERSHIP / MANAGEMENT COMPETENCIES (2)

Leadership is dispersed throughout the org and share power; managers empower employees

New skills? The ability to create an exciting and demanding work environment; to inspire confidence in and support for org and its leadership (Samson & Daft, 2009)

NEW LEADERSHIP / MANAGEMENT

COMPETENCIES (3)Middle managers to learn to build relationships, empower employees, promote cooperation, manage conflict

First line managers to motivate employees, sustain employee energy

Stay ‘connected to customers and employees’ on a daily basis

NEW LEADERSHIP / MANAGEMENT COMPETENCIES (4)Team-building skills are crucial – diverse workforce

Learning org – values experimentation – risk taking – applies current techno – tolerates mistakes and failure – sharing of knowledge – create learning capability

Considering competencies of Leaders/managers

Complete at home and discuss your answers in class

Perspectives on Personal characteristicsof leaders

5 Leadership participation styles

DISCUSSION IN YOUR GROUPS

Appoint a spokesperson in your groups – in class

Each group to answer Q ..TBA in class of “TBA” p TBA

FOR THE NEXT sessionPlease prepare the presentation for discussion in your groups (week13)

Please read: Chapter 2 & 3 for next session Prepare “..” p…., prepare .. Q’s on p….for class discussion in groups

Prepare for the MPC test: slides session 1&2 ch 1, 4, 8, 9 &16

Prepare for the final exam by getting up to date with all your readings !Do not under-estimate the exam ! It’s 40% of your course mark – you have to pass !!!

8100sess 5 perspec on l moodle v13

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