construction leadership the basics – part 5 leadership styles

Construction Leadership Construction Leadership Construction Leadership Construction Leadership

The Basics – Part 5The Basics – Part 5Leadership StylesLeadership Styles

Important notes:Important notes:• Student presentations are Monday Feb 9th and

Wednesday Feb 11th . • No Class on Feb 16th… President’s Holiday

• Test 1 is for CVE 4074 is Feb 18th… study guide handout in class on Feb 9 & 11. All (A&B groups) attend test session in this room.

Ralph V. Locurcio, P.E.


My StyleMy StyleLocurcio’s Top-10Locurcio’s Top-10

1. Listen carefully… often… and accept advice2. Big picture… vision… then empower subordinates3. Do not micromanage… but monitor progress4. Watch critical factors for success… 80/20 rule5. Be friendly… a magnet… but not first name6. Be professional… and expect excellence7. Make people feel important & appreciated… be fair8. Reward success and risk… take care of your people9. Be enthusiastic… make work fun!!10. Theory Y… laissez faire… but always get the job

done!


What’s What’s youryour leadership style? leadership style?

• At periods 7&8 volunteer students will give a short (3-5 min) presentation of their leadership style:– How do you get people to accomplish your goals How do you get people to accomplish your goals

when when youyou are in charge? are in charge?– What are the What are the key elementskey elements of your leadership style? of your leadership style?– Consider your Consider your personalitypersonality, workers, and other factors we , workers, and other factors we

have talked about.have talked about.– Talk about your Talk about your personal experiencespersonal experiences; your best or worst ; your best or worst

leadership experienceleadership experience


Delivery TechniquesDelivery Techniques1. Step up and speak with confidence & authority2. Establish contact with audience before speaking3. Maintain eye contact with your audience4. Sound extemporaneous… not reading or

memorized5. Use only one 3x5 card for notes6. Avoid annoying pauses: ah, eh, so, well, etc.7. Separate ideas… don’t run them together8. Have good posture, don’t lean or cross legs9. No distractions like coins, pencils, cell phones10. Speak loudly & clearly11. Dress appropriately

Still need 5 volunteersStill need 5 volunteersfor student presentationfor student presentation



Leader’s Communication Leader’s Communication GoalsGoals

• Deliver a clear picture of the task• Deliver or develop a clear plan of action• Make people feel important• Show you value employees & their ability• Be a good listener, consider other’s views• Be sympathetic to ideas & needs• Be sincere & fair with everyone• Give plenty of praise & encouragement• Establish balance & maintain relationships


Leadership StylesLeadership Styles

• McGregor’s Theory X & Y• Blake & Mouton’s Managerial Grid• Blanchard & Hershey’s

– Situational leadership


Motivation & Leadership Motivation & Leadership TheoriesTheories

• Edgar Shein – Four Concepts • Elton Mayo – Social School• Abraham Maslow – Hierarchy of

Needs• Chris Argyris – Human Nature• Douglas McGregor – Theory X & Y• Blanchard – Situational Leadership

Human Relations Human Relations ManagementManagement

• Replaces industrial top down methods

• Considers work conditions and worker relationships

• Productivity related to worker satisfaction



Edgar Shein’s Four Concepts*Edgar Shein’s Four Concepts*

1. Man is motivated by economic incentives.2. Managers control incentives & employees.3. “Irrational” worker feelings interfere with

“rational” work and incentives.4. Organizations should be designed to neutralize “irrational” behavior.

*“Organizational Psychology”


Elton Mayo – Social SchoolElton Mayo – Social School1. Man is a social being who seeks

identity through relationships.

2. If work becomes meaningless man relies on social contact for identity.

3. Man is more responsive to peer relations than management.

4. Man will respond if management meets his social needs.

*Human Problems of an Industrial Civilization


Abraham Maslow – Man & Abraham Maslow – Man & NeedsNeeds

• Man is motivated by a hierarchy of needs.

• The most basic needs govern motivation.

• Once a need is satisfied it is no longer a motivator.

• Needs & motivation vary with situation & role: home, work, social


Chris Argyris* – Affirms MaslowChris Argyris* – Affirms Maslow

1. Maslow’s hierarchy is correct.2. Man is primarily self-motivated.3. Man seeks responsibility and

mature work relationships.4. Self-actualization and peak

performance are possible.

* Personality & Organization


Styles of LeadershipStyles of Leadership

• McGregor – Theory X & Y• Blake & Mouton – Managerial Grid• Blanchard – Situational Leadership


McGregor* – Theory of McGregor* – Theory of LeadershipLeadership

• Two basic styles of leadership– Theory X – autocratic style– Theory Y – laissez faire style

* The Human Side of Enterprise


McGregor* – Theory X LeadersMcGregor* – Theory X Leaders

• The “autocratic” or “industrial” style• Leader assumes:

1. Humans dislike work & will avoid work2. People must be directed & controlled3. The average person has little ambition4. Safety is the primary human driver

5. People must be coerced to achieve goals.



McGregor* – Theory Y McGregor* – Theory Y LeadersLeaders

• Called the “permissive” style• Leader assumes:

1. Work is as natural as play2. People work if committed to the goal3. Commitment is related to rewards4. People can learn to take responsibility5. Workers have high capacity for innovation6. Current (industrial) organizations stifle

intellectual capacity



Frederick HerzbergFrederick Herzberg Herzberg developed a list of factors related to the basic things that people want from work .

He divided these factors into “Motivators” and “Hygiene” needs.

He said, you cannot use Motivators until all the Hygiene factors are met.


Hygiene Factors*Hygiene Factors*• Working conditions• Administrative practices• Salary and Benefits• Supervision• Status• Job security• Fellow workers• Personal life

*Hygiene factors must be present in the job before motivators can be used to stimulate that person.


Motivators or Satisfiers*Motivators or Satisfiers*• Recognition• Achievement• Advancement• Growth• Responsibility• Job challenge

*Herzberg coined the term "job enrichment" to describe the process of redesigning work in order to build in Motivators.


- Interesting jobs

- Good salary

– Achievement/advancement

- Job security

- Good working conditions

- Good relations with boss

- Job status, a title

- Recognition for your work

- Support for personal life

- Constructive criticism

M

H

M

H

H

H

H

M

H

H

Motivation Exercise Results Motivation Exercise Results

Motivators

HygieneFactors


Putting it all together Putting it all together w/Mazloww/Mazlow

1-Basic Physiological

2-Physical & Emotional Safety

3-Belonging & Love

4-Esteem & Respect

5-Self

4-Esteem

5-Self


Add McGregor’s Theory X & Add McGregor’s Theory X & Y…Y…



3-Belonging & Love

4-Esteem & Respect

5-SelfTh

eory

Y

Th

eory

X

4-Esteem

5-Self


Add Herzberg’s Factors…Add Herzberg’s Factors…



3-Belonging & Love

4-Esteem & Respect

5-SelfM

oti

vato

rs

Hygie

ne

Fact

ors

Th

eory

Y

Th

eory

X

4-Esteem

5-Self


Locurcio’s 60% of Potential…Locurcio’s 60% of Potential…



3-Belonging & Love

4-Esteem & Respect

5-SelfM

oti

vato

rs

Hygie

ne

Fact

ors

Th

eory

Y

Th

eory

X

4-Esteem

5-Self

60%


It’s all related!It’s all related!



3-Belonging & Love

4-Esteem & Respect

5-Self

Moti

vato

rs

Hygie

ne

Fact

ors

Th

eory

Y

Th

eory

X

4-Esteem

5-Self

11 - Interesting jobs

6 - Achievement

6 - Advancement

3 – Working

conditions

2 - Relations with

boss

2 - Recognition

2 - Personal life

2 - Job security

1 - Job status

0 - Criticism

60%


Robert Blake & Jane MoutonRobert Blake & Jane MoutonTheir study of managerial behavior concluded

that:

• Authoritarian (X) and democratic (Y) styles are different dimensions of leadership behavior

• Managerial behaviour can be explained in terms of concern for task vs. concern for people

• Different styles could be depicted in the form of a managerial grid


Robert Blake & Jane MoutonRobert Blake & Jane Mouton• Used these as the axes for their grid:

– Concern for production (e.g. task behaviour)

• employee productivity• number of products sold• number of items processed in a given time

– Concern for people (e.g. human factors)• personal commitment• job satisfaction• equitable working

• From two dimensions, five leadership styles are identifiable


Managerial GridManagerial Grid

1

2

3

4

5

6

7

8

9

1 2 3 4 5 6 7 8 9

1,9Country clubmanagement

9,9Team management

5,5Organization man

management

9,1Authority-obedience

1,1Impovrishedmanagement

Concern for production

Con

cern

for

peop

le


Concern for people… Concern for people… Impoverished management (1:1

style)• Exertion of minimum effort to get

required work done as appropriate to sustain organization membership.

Country club management (1:9 style)

• Thoughtful attention to needs of people for satisfying relationships leads to comfortable, friendly atmosphere and work tempo.

Pure Y


Concern for production…Concern for production…Authority & obedience (9:1 style)• Efficiency in operating results from arranging

conditions of work in such a way that human elements interfere to a minimum degree

Organization man (5:5 style)• Adequate organizational performance is

possible through balancing the necessity to get work done with maintaining the morale of

people at a satisfactory level.

.

Pure X


The ideal…The ideal…

Team management (9:9 style)• Work accomplished by committed people; • Workers are interdependent • Workers have a common stake in organization • Workers have a common stake in task or purpose • Leads to relationships of trust & respect.


Managerial GridManagerial Grid

1

2

3

4

5

6

7

8

9

1 2 3 4 5 6 7 8 9

1,9Country clubmanagement

9,9Team management

5,5Organization man

management

9,1Authority-obedience

1,1Impovrishedmanagement

Concern for production

Con

cern

for

peop

le


Follower’s capabilities

HiRelationship

LowRelationship

Selling

Telling

Participating

Delegating

HiTask

LowTask

Unable, unwillinginsecure

Willing butunable

Able butinsecure

Ablewilling, secure

Situational Leadership Situational Leadership Model*…Model*…

* Kenneth Blanchard & Paul Hershey


The Basic Concept…The Basic Concept…• Leadership style is based on

task vs. relationship behavior.

• Four basic leadership styles emerge: telling, selling, participating, delegating.

• The correct leadership style depends on the situation.


Leadership Styles…Leadership Styles…

HiRelationship

LowRelationship

Selling

Telling

Participating

Delegating

HiTask

LowTask

* Paul Hershey & Kenneth Blanchard


Consider Follower Consider Follower Readiness…Readiness…

• As the level of maturity or skill of the follower increases, the leader should begin to reduce task behavior and increase relationship behavior.


Four Modes of Maturity…Four Modes of Maturity…

• Unable, insecure• Unable, but confident• Able, but insecure to go it

alone• Able, willing, secure &

confident


Choosing the Correct Style…Choosing the Correct Style…

Follower’s capabilities

HiRelationship

LowRelationship

Selling

Telling

Participating

Delegating

HiTask

LowTask

Unable, insecure

Unable but confident

Able butinsecure

Ableand secure

PresentationsPresentations



Closing thoughts… Closing thoughts… • Monday + Wednesday – Presentations• Study Guide for Test 1• February 18 Test 1 – The Basics• Leadership Styles Paper – Feb 23 & 25• Pick up your HW #1 papers

• Leadership Part II - Organizations– Organizational Dynamics– Directives– Decision making- Change management- Book reports begin

That’s it… this party’s over!That’s it… this party’s over!



Your Results vs. HerzbergYour Results vs. Herzberg

Job challengeAdvancement Achievement

GrowthResponsibilityRecognition

Working conditionsAdministrative practices

Salary and BenefitsSupervision

StatusJob security

Fellow workersPersonal life

15 - Interesting jobs 13 - Good salary/advancement 5 - Achievement

5 - Support for personal life 2 - Job security 1 - Job status 0 - Constructive criticism 0 - Good relations with boss

3 - Recognition

7 – Good working conditions


The road to great leadershipThe road to great leadership• Inspire a shared vision – Next, share your

vision in words that can be understood and remembered by your followers.

• Challenge the process - First, find a process that you believe needs to be improved the most.

• Model the way - When the process gets tough, get your hands dirty. A boss tells others what to do...a leader shows it can be done.

• Enable others to act - Give them the tools and methods to solve the problem.

• Encourage the heart - Share the glory with your followers' heart, keep the pains in your heart.


Maslow, McGregor & Maslow, McGregor & HerzbergHerzberg

• Herzberg's theory is a micro version of Maslow's theory (concentrated in the work place).

• McGregor's Theory X is based on workers caught in the lower levels (1 to 3) of Maslow's theory while his Theory Y is for workers who have gone above level 3.

• McGregor's Theory X is based on workers caught in Herzberg's Hygiene or Dissatisfies, while Theory Y is based on motivating factors.

construction leadership the basics – part 5 leadership styles

Documents

leadership stylesralph

construction leadership

incentives employees

worker satisfactionralph

irrational worker feelings

economic incentives

excellencemake people

clear picture