Lecture 3 Understanding Philosophy and Styles PDF

Understanding Philosophy and Styles Objectives 1. Discuss the formation of a person’s philosophy of leadership. 2. Differentiate between Theory X, Theory Y, and Theory Z of leadership. 3. Examine the most commonly observed styles of leadership: ❑Authoritarian ❑Democratic ❑Laissez-faire In Class Grou...

Understanding Philosophy and Styles Objectives 1. Discuss the formation of a person’s philosophy of leadership. 2. Differentiate between Theory X, Theory Y, and Theory Z of leadership. 3. Examine the most commonly observed styles of leadership: ❑Authoritarian ❑Democratic ❑Laissez-faire In Class Group Activity Understanding Leadership Philosophy and Style Every group should collect one role play scenario from the instructor. Read the assigned readings from chapter 4 as per the instructions. Practice the role play scenario. Prepare to role play for the class. Reflect on your learning about leadership philosophy and style. Assignment Textbook Readings: ❑Chapter 4 “Understanding Philosophy and Styles” ❑Complete leadership style questionnaire (pages 164-165) and post your results in Moodle. Discussion Questions 1. Are people basically good? 2. Is doing work as natural as play? 3. Are you an in-charge type of a leader or a laid-back one? Leadership Philosophy Explained Fundamental question of human behavior: do people like work or do they try to avoid it? Douglas McGregor believed managers had two views of human nature with very different assumptions: ❑Theory X ❑Theory Y Assumptions of Theory X People dislike work and will try to avoid it. People need to be directed and controlled. People want security, not responsibility What implications does Theory X have for leaders and organizations? Assumptions of Theory Y People don’t inherently dislike work; doing work is as natural as play. People will show responsibility and self-control toward goals to which they are committed. People accept and seek responsibility. What implications does Theory Y have for leaders and organizations? Theory Z Developed by William Ouchi (1981) to include the collectivist values of successful Japanese companies (automobiles, electronics) Emphasizes communication, collaboration, and consensual decision-making Also incorporates individualistic values such as formal authority structures, individual contributions, and recognition Watch the Video https://youtu.be/zjvWicDVv_Y Leadership Styles Explained Lewin, Lippitt, and White (1938) conducted research on the impact of leadership styles on small-group behavior. Detailed descriptions of three styles emerged: ❑Authoritarian ❑Democratic ❑Laissez-faire Authoritarian Style Like Theory X, Authoritarian leaders perceive subordinates as needing direction Authoritarian leaders exert influence and control over group members ❑Communication is top-down. ❑The agenda is set by the leaders. ❑Praise/criticism is given freely, but it is based on personal standards Outcomes of Authoritarian Style Positive Outcomes: ❑Efficient and productive ❑More can be accomplished in a short period of time Negative Outcomes: ❑Fosters dependence, submissiveness, and decreases individuality ❑Can create hostility and discontent ❑Can cross the line into abusive behavior Discuss When do you prefer authoritarian leadership as a group member and why? How often do you use this style of leadership? Democratic Style Resembles assumptions of Theory Y Subordinates are capable of working on their own Leader works with subordinates and treats them in an egalitarian manner Leader does not speak down to group members; rather, they speak on the same level Outcomes of Democratic Style Positive Outcomes: ❑Greater group member satisfaction, commitment, and cohesiveness ❑More friendliness, mutual praise, and group mindedness ❑Stronger worker motivation and greater originality Negative Outcomes: ❑It takes more time and commitment than authoritarian leadership ❑Can result in inefficiencies and lower productivity LaissezFaire Style Dissimilar to both Theory X and Theory Y—typically considered to be nonleadership The leader is nominal and only engages in minimal influence Literally takes a “hands off” attitude The leader does not try to influence or control the group Very few, if any, positive outcomes: ❑Exception is when people are self-starters, skilled at their tasks and don’t require ongoing feedback Outcomes of LaissezFaire Style Negative outcomes: ❑Very little accomplished ❑Group members feel directionless ❑Group members become unmotivated and disheartened When, if ever, do you think laissez-faire leadership is appropriate? Why? Leadership Styles in Practice No one is entirely one style or the other. Our styles shift, depending on the situation. Leadership lies along a continuum: from high leader influence to low leader influence. Who is Who Most people I know work for the money, not because they love the company I trust my employees to work independently without my constant supervision Most people need incentives like bonuses to work harder I’m confident most employees can solve problems on their own As long as they finish the job, I give the staff free rein on how to do it Leadership Snapshot: Victoria Ransom Co-founded social media software company with 400 employees and 21,000 clients. Grew up in a farming community in New Zealand where she learned the values of hard work, leading by example and humility that she brings to Wildfire. The company instilled and demonstrated a list of values: Passion, team player, humility and integrity. Also on the list were having the courage to speak up and curiosity. Ransom believed that “the best way to undermine a company’s values is to put people in leadership positions who are not adhering to the values.” The company would let employees go who didn’t live up to the values even if they were high performers. Case Study: Many Managers, Different Styles Based on the assumptions of Theory X and Theory Y, how would you describe each manager’s philosophy and style of leadership? In what way do their attitudes about Vanessa affect their leadership? In this type of customer service setting, which leadership style would be most effective for the bank to meet its goals? From the bank’s perspective, which (if any) manager exhibits the most appropriate leadership? Discuss. What advice would you give to each of the managers to enhance their leadership skills within the bank? What do you think Vanessa can do to prepare herself for her threemonth review? Summary All of us have a philosophy of leadership based on our assumptions about human nature and work. Three commonly observed styles of leadership: authoritarian, democratic, and laissez-faire. Understanding how our philosophy of leadership influences our style of leadership is the first step in becoming a more competent leader. Consider what your results of the Leadership Styles Questionnaire that you completed last week tell you about your leadership style. What is your main style? Which one was the most dominant and which one was the least dominant? Are you most comfortable with authoritarian, democratic, or laissez-faire leadership?