Week 11 Leadership - PDF

Management & Organisations: The World Needs Leadership DR SHUKRULLAH FASSEHI  IMPORTANT INFORMATION for MCQ 2 MCQ 2 Opens 5pm on Wednesday, 16th October and closes at 11:59pm on Thursday, 17th October Covers lecture content from weeks 7 to 11 inclusive Same format as MCQ 1 Ex...

Management & Organisations: The World Needs Leadership DR SHUKRULLAH FASSEHI  IMPORTANT INFORMATION for MCQ 2 MCQ 2 Opens 5pm on Wednesday, 16th October and closes at 11:59pm on Thursday, 17th October Covers lecture content from weeks 7 to 11 inclusive Same format as MCQ 1 Exam Lecture The final lecture of the semester is the exam lecture (no new content) which will give you all the key information you need for the final exam. The University of Western Australia 2 Overview  Issues in Leadership  What is the nature of leadership? Leadership and Power Manipulation Hegemony  Types of Leadership?  Ideal types, behavioral and value foundations The University of Western Australia 3 Management & Organisations: The World Needs Leadership DR SHUKRULLAH FASSEHI “The findings reveal a pattern of mediocre leadership in many organisations that will likely impair their capacity to shift to a knowledge economy and impede their efforts to raise productivity,” – source: Centre for Workplace Leadership, University of Melbourne. Issues in leadership  Charismatic / God like leaders develop special leader–follower relationships and inspire others in extraordinary ways.  The presence of charismatic leadership is reflected in followers who are: enthusiastic about the leader and his or her ideas; who work very hard to support them; who remain loyal and devoted; and who seek superior performance accomplishments. Leaders are not gods, they are flawed human beings like all of us… The University of Western Australia 5  Issues in leadership  The ‘cult of the leader’ = all problems can be resolved by replacing the leader  Moral leadership is always ‘good’ and ‘right’ by ethical standards: Integrity in leadership is honesty, credibility, and consistency in putting values into action.  Self Interest or sectional interest can lead to unethical leadership. The central challenge here is the question of power, who holds power and how power is used.  The world needs leaders who are capable of thinking bigger, honestly and sharing power The University of Western Australia 6 Issues in leadership…women problem  The evidence clearly supports that both women and men can be effective leaders.  Women managers tend to be significantly more participatory than their male counterparts.  Women may tend towards a style sometimes referred to as interactive leadership. The University of Western Australia 7 Are There Any Remedies? Centre for Workplace Leadership, University of Melbourne, recommends leadership within management and organisations needs to focus on:  Developing Leadership  Mentoring  Support diverse perspectives  Create accountability  Team leadership  Be reflective as a leader  Embracing the long view: podcast We are going to focus in on some of these key areas in today’s lecture. The University of Western Australia 8 Leadership  “Leadership is one of the most primary as well as one of the most general forms of association. It arises wherever there are interactions of individuals or groups, no matter what may be the purpose or aims of these interactions” Mumford, E. (1906). The origins of leadership. American Journal of Sociology, 12 (2), 216-240. The University of Western Australia 9 Managerial styles – Blake and Mouton (Samson et al. 2018: 628) The University of Western Australia  10 Can Leadership be More Dynamic Than Blake and Mouton Framework Suggests (Samson et al. 2018: 628) The University of Western Australia  11 What is leadership?  Leading is the process of inspiring others to work hard to accomplish organisational goals (Samson et al. 2018).  Is one of the four functions that constitute the management process. The other three are: 1. Planning sets the direction and objectives; 2. Organising brings the resources together to turn plans into action; 3. Controlling makes sure things turn out in the right way. What words do you associate with the term leadership? The University of Western Australia  12  Weber, Leadership and Power Lecture reading: Flanagan, F (2023). On not burning out. Inside Story. Underscores the importance of power: In airbrushing power from the narrative, The Burnout Challenge also diminishes employer powerlessness, even though recognising the limits of what managers can do is surely crucial to understanding the phenomenon and its solutions. Yes, we need better leaders, but we also need leaders to operate in social and organisational structures that force leaders to be better…power matters. Weber - ‘capacity of a person or group to “realize their own will in a communal action even against the resistance of others who are participating in the action” (Gerth & Mills 1948)’ Power: Zero Sum – amount of power is fixed Variable Sum – means both mutual gains and mutual losses of power are possible The University of Western Australia  13 Leadership, Power and Manipulation  Manipulation, a second dimension of power whereby ‘actors seek to either limit the issues that are discussed or fit issues with (what are perceived to be) acceptable boundaries’ (Fleming and Spicer, 2014: 242).  Manipulation is usually expressed through agenda setting, and it aims at preventing issues from reaching the relevant institutional or political area.  Here, leadership is understood to be an instrumental thing – ‘managing people’ to get things done for the benefit of the organisation. The University of Western Australia  14  Leadership, Power and Domination  Domination refers to the use of ideology to make relations of power appear ’inevitable’ and ‘natural’ by shaping the subjective and real interests of actors (Lukes, 2005). Antonio Gramsci & Hegemony  Hegemony is a state of relative stability within the dynamic structures and forces of society whereby ‘consent is secured by the diffusion and popularization of the world view of the ruling class [management?] (Bates, 1975: 352).  What does that mean for management, leadership and organisations? Management prerogative is normalised (leaders make all decisions) Leaders get paid more Leaders hold rational-legal power Leadership is about action Leadership in inherent Leaders know best The University of Western Australia  15  Sources of Power Weber suggest power comes from three fundamental sources: Charismatic Power Traditional Power Rational-Legal Power These ideal types form the foundation of many of the leadership theories outlined in this week's lecture reading: Avolio, B. J., Walumbwa, F. O., & Weber, T. J. (2009). Leadership: Current theories, research, and future directions. Annual review of psychology, 60, 421-449. The University of Western Australia  16 Power Positions The three bases of position power (power that comes from a manager’s official status or position): Reward power is the ability to influence through rewards. ‘If you do what I ask, I’ll give you a reward.’ Coercive power is the ability to influence through punishment. ‘If you don’t do what I want, I’ll punish you.’ Legitimate power is the ability to influence through authority. ‘I am the boss and therefore you are supposed to do as I ask.’ The University of Western Australia  17 Reward power goes wrong… The University of Western Australia  18  Personal Power  Two bases of personal power (power that comes from unique personal qualities): Expert power is the ability to influence through special expertise. Other people recognise your knowledge, understanding and skills. – Forensic scientist in a court room Referent power is the ability to influence through identification. Other people admire you and want to identify positively with you. Power is derived from charisma or interpersonal attractiveness. The University of Western Australia  19  Power and Influence  Position power is likely to lead to only temporary compliance. Position power alone is often insufficient to achieve and sustain influence.  Use of expert and referent power creates the most enduring influence; create commitment.  Expert and referent power often make the difference between leadership success and mediocrity.  Expert and referent power expressed as Authentic Leadership? ‘A pattern of transparent and ethical leader behaviour that encourages openness in sharing information needed to make decisions while accepting followers’ inputs’ (Avolio et al. 2009: 423) Lecture Reading Avolio, B. J., Walumbwa, F. O., & Weber, T. J. (2009). Leadership: Current theories, research, and future directions. Annual review of psychology, 60, 421-449. The University of Western Australia  20  “Servant Leadership”: Empowering Others Empowerment  Process through which managers enable others to gain power and influence, in the pursuit of wider success. How could management empower others?  Avolio et al. 2009: 436-7 reference 10 characteristics: Listening; Empathy; Healing; Awareness; Persuasion; Conceptualisation; Foresight; Stewardship; Commitment; Building Community Other lecture reading, Flanagan, F (2023). On not burning out. Inside Story, refers to these ideas as: ‘basic lessons in how to behave well at work are always relevant and it never hurts to have them repeated: listen carefully, don’t demand impossible things, practise give and take, don’t steal, apologise when you make a mistake, and it is not okay to threaten people to get what you want’ The University of Western Australia  21 Personal traits (values) and Behaviours (Samson et al. 2018: 628) The University of Western Australia  22 Personal traits (values) common among “successful” leaders?  What traits of behaviours do those on the screen display in terms of leadership?  Do leaders really make the difference between success and failure or better still between success and mediocrity? The University of Western Australia  23 Personal traits (values) and Behaviours  Behavioural theories of leadership sought to determine which leadership style worked best.  Leadership style The recurring pattern of behaviours exhibited by a leader.  The two dimensions of leadership most researched: concern for the task to be accomplished and concern for the people doing the work.  Truly effective leaders are high in both concern for people and concern for task. Mutually exclusive? The University of Western Australia  24 What are your values? 1. List and define your top 5 values 2. Prioritise your 5 values (1 = most important, 5 = least) 3. Provide a clear and concise description of what these 5 values mean to you and your day-to-day life. 4. Where did these values come from? 5. Why did you prioritise them in this order? 6. Share with your neighbour. Do you have common values? What values are different? The University of Western Australia  25 Categorising Your Values Rokeach Value Survey 2 sets of values Terminal Values Instrumental Values Desirable end states of Preferable modes of existence behaviour Goals a person would Means of achieving like to achieve during one’s terminal values lifetime The University of Western Australia  26 TERMINAL VALUES INSTRUMENTAL VALUES A comfortable life Ambitious An exciting life Open-minded A sense of accomplishment Cheerful A world at peace Courageous Equality Helpful Family security Honest Creative Freedom Independent Happiness Intellectual National security Logical Self-respect Loving Social recognition Obedient True friendship Responsible The University of Western Australia  27 Values and Leadership – what is the connection? Importance for Leaders Values are foundation of attitudes & motivation Values influence perceptions Values influence behaviour Values shape the type of leader you are The University of Western Australia  28 Concluding Remarks “A leader is best when people barely know [they] exists, when their work is done, their aim fulfilled, they will say: we did it ourselves” - Lao Tzu The University of Western Australia  29  IMPORTANT INFORMATION for MCQ 2 MCQ 2 Opens 5pm on Wednesday, 16th October and closes at 11:59pm on Thursday, 17th October Covers lecture content from weeks 7 to 11 inclusive Same format as MCQ 1 Exam Lecture The final lecture of the semester is the exam lecture (no new content) which will give you all the key information you need for the final exam. The University of Western Australia  30