Week 2 Slides PDF - Leadership at the Individual Level

SMU Classification: Restricted Week 2 Leadership at the Individual Level ©2024. This slide and its content are copyright materials. Do not copy, post or circulate.  SMU Classification: Restricted Agenda and Learning Outcomes A...

SMU Classification: Restricted Week 2 Leadership at the Individual Level ©2024. This slide and its content are copyright materials. Do not copy, post or circulate.  SMU Classification: Restricted Agenda and Learning Outcomes At the end of this session, you should be able to: Define leadership and Appreciate the importance of 1 understand its meaning 2 leadership Have a brief understanding of the Distinguish the differences traits, behavioral and contingency 3 between management and leadership 4 approaches to the study of leadership ©2024. This slide and its content are copyright materials. Do not copy, post or circulate.  SMU Classification: Restricted You want to study Leadership? ©2024. This slide and its content are copyright materials. Do not copy, post or circulate.  SMU Classification: Restricted Leadership: What is leadership? What comes to your mind when you see this word? Login to Woolclap to answer this question ©2024. This slide and its content are copyright materials. Do not copy, post or circulate.  SMU Classification: Restricted Defining leadership When 7-year old kids were asked what a headteacher should be: A C E B D A head teacher should A head teacher should A head teacher should A head teacher must A head teacher spends a have big ears to hear have a long arm to make have high heels so that make sure that lot of time in her office naughty children sad children OK everyone can see her in everything stays alright eating biscuits whispering assembly Source: adapted from Gosling (2012) Multipurpose x 5 ©2024. This slide and its content are copyright materials. Do not copy, post or circulate.  SMU Classification: Restricted There are “almost as many definitions of leadership as there are persons who have attempted to define the concept” (Stogdill, 1974 p. 259) ©2024. This slide and its content are copyright materials. Do not copy, post or circulate.  SMU Classification: Restricted Defining Leadership “Leadership is one of the most observed and least understood phenomena on earth.” (Burns, 1978) ©2024. This slide and its content are copyright materials. Do not copy, post or circulate.  SMU Classification: Restricted “It has become apparent that, after years of trying, we have been unable to generate an understanding of leadership that is both intellectually compelling and emotionally satisfying. The concept of leadership remains elusive and enigmatic.” (Meindl et al., 1985, pp 78) ©2024. This slide and its content are copyright materials. Do not copy, post or circulate.  SMU Classification: Restricted Defining Leadership Source: Yukl (2010) ©2024. This slide and its content are copyright materials. Do not copy, post or circulate.  Leadership is an ‘essentially contested concept’, revealing a number of different ways of thinking about the phenomena that makes consensus highly unlikely. (Grint, 2005) ©2024. This slide and its content are copyright materials. Do not copy, post or circulate.  SMU Classification: Restricted Definition are somewhat arbitrary, and controversies about the best way to define leadership usually cause confusion and animosity rather than providing new insights into the nature of the process. At this point in the development of the field, it is not necessary to resolve the controversy over the appropriate definition of leadership. Source: Yukl and Van Fleet (1992) ©2024. This slide and its content are copyright materials. Do not copy, post or circulate.  SMU Classification: Restricted Was Mr Lee Kuan Yew a good leader? Login to Woolclap to answer this question ©2024. This slide and its content are copyright materials. Do not copy, post or circulate.  SMU Classification: Restricted ©2024. This slide and its content are copyright materials. Do not copy, post or circulate.  SMU Classification: Restricted ©2024. This slide and its content are copyright materials. Do not copy, post or circulate.  SMU Classification: Restricted “Between being loved and being feared, I have always believed Machiavelli was right. If nobody is afraid of me, I'm meaningless. When I say 'please don't do that', you do it, I have to punish you because I was not joking when I said that. And when I punish, it's to punish publicly. And people will know next time, if you want to do that when he said 'no, don't do it', you must be prepared for a brutal encounter”. ©2024. This slide and its content are copyright materials. Do not copy, post or circulate. “Because my posture, my response has been such that nobody doubts that if you take me on, I will put on knuckle-dusters and catch you in a cul-de-sac... If you think you can hurt me more than I can hurt you, try. There is no other way you can govern a Chinese society.” — Quoted in Lee Kuan Yew: The Man and His Ideas, 1998 ©2024. This slide and its content are copyright materials. Do not copy, post or circulate.  SMU Classification: Restricted The ultimate question about leadership is not ‘What is the definition of leadership?’ The whole point of studying leadership is, ‘What is good leadership?’ The use of the word good here has two senses, morally good and technically good or effective. (Ciulla, 2002, p. 341) ©2024. This slide and its content are copyright materials. Do not copy, post or circulate.  SMU Classification: Restricted Defining Leadership Leadership: Has no one universal definition, but 1 rather it has many different definitions definitions 2 Is complex and thus hard to define 3 Forget about trying to define leadership. Focus on studying what is good leadership ©2024. This slide and its content are copyright materials. Do not copy, post or circulate.  What is Leadership? Leadership is the art of mobilising others Success to want to struggle for shared aspirations. Kouzes, J. and Posner, B. (2007) ©2024. This slide and its content are copyright materials. Do not copy, post or circulate.  SMU Classification: Restricted Leadership is a process whereby an individual influences a group of individuals to achieve a common goal. (Northouse, 2004) ©2024. This slide and its content are copyright materials. Do not copy, post or circulate. Who is a Leader? Individuals who…  establish direction for a group  gain the group members’ commitment  motivate them to achieve goals to move in that direction ©2024. This slide and its content are copyright materials. Do not copy, post or circulate.  SMU Classification: Restricted Does Leadership Matter? In general, leaders do make a difference and affect people and their organizations An organization’s success is greatly determined by the quality of its leadership However, this is not always true: some leaders have little effect on people’s attitudes and behaviors ©2024. This slide and its content are copyright materials. Do not copy, post or circulate.  SMU Classification: Restricted How Leaders Affect Their Organization ©2024. This slide and its content are copyright materials. Do not copy, post or circulate.  SMU Classification: Restricted Leaders have a significant role in creating the state of mind that is the society. They can serve as symbols of the moral unity of the society. They can express the values that hold the society together. Most important, they can conceive and articulate goals that lift people out of their petty preoccupations, carry them above the conflicts that tear a society apart, and unite them in the pursuit of objectives worthy of their best efforts. —J. W. Gardner, 1965 ©2024. This slide and its content are copyright materials. Do not copy, post or circulate.  SMU Classification: Restricted ©2024. This slide and its content are copyright materials. Do not copy, post or circulate.  SMU Classification: Restricted The Leadership Process ©2024. This slide and its content are copyright materials. Do not copy, post or circulate.  SMU Classification: Restricted Do these: Do these: Formulate detailed plans Challenge the status quo Create efficient organization Create visions of the future structures Inspire organizational Oversea day-to-day operations members to achieve the visions ©2024. This slide and its content are copyright materials. Do not copy, post or circulate. MANAGEMENT VS LEADER Leader Work Management Work ©2024. This slide and its content are copyright materials. Do not copy, post or circulate. MANAGEMENT VS LEADER Management Leader 1. Instructing 1. Influencing 2. Solving Problem 2. Partner to solve problems 3. Directing And controlling 3. Teaching and engaging 4. Seeing people as the are 4. Developing people 5. Requesting 5. Empowering 6. Operation and maintaining 6. Improving 7. Pushing 7. pulling ©2024. This slide and its content are copyright materials. Do not copy, post or circulate. MANAGEMENT VS LEADER Manager Leaders Command Employee Empower Employee Create Followers Create Other Leaders Instill Fear Instill Respect Evoke Obedience Evoke Passion Place Blame Seek Solutions Encourage Conformity Encourage creativity Punish Failure Accept Failure as Learning Play by the rules Take Risks Provide Instructions Provide Vision ©2024. This slide and its content are copyright materials. Do not copy, post or circulate.  SMU Classification: Restricted LEADERS VERSUS MANAGERS Successful leaders are also good managers Successful managers are also good leaders The leadership and 321 management paradigms overlap LOGO ©2024. This slide and its content are copyright materials. Do not copy, post or circulate.  SMU Classification: Restricted Close Relationship Between Management and Leadership ‘Increasingly, management and leadership are being seen as inextricably linked. It is one thing for a leader to propound a grand vision, but this is redundant unless the vision is managed so it becomes real achievement.’ Sir John Harvey-Jones ©2024. This slide and its content are copyright materials. Do not copy, post or circulate.  SMU Classification: Restricted Leadership and Management ~–33 ©2024. This slide and its content are copyright materials. Do not copy, post or circulate.  SMU Classification: Restricted A Brief History of Leadership Thoughts 1980’s 1930’s 1940’s – 1960’s -1970’s Transactional & Trait-based 1950s Transformational Situational Leadership/ Behavorial Leadership Leadership Contingency Theory 1900’s Leadership 1990’s Onwards “great man” theories Contemporary Thinking on Leadership ©2024. This slide and its content are copyright materials. Do not copy, post or circulate.  SMU Classification: Restricted The view that leaders possess special traits that set them apart The Great from others and that these traits are responsible for their assuming positions of power and authority Man Theory “Born to lead” Source: Gosling (2012) ©2024. This slide and its content are copyright materials. Do not copy, post or circulate.  SMU Classification: Restricted The “Great Man” Theory Great Man approach: Sought to identify the inherited traits leaders possessed that distinguished them from people who were not leaders Thomas Carlyle (1907) commented that “the history of the world was the biography of great men” ©2024. This slide and its content are copyright materials. Do not copy, post or circulate. LEADERSHIP THEORY Great Man Theory Great man theory assumes that the capacity for leadership is inherent – that great leaders are born, not made. portray great leaders as heroic, mythic, and destined to rise to leadership when needed. term “Great Man" was used because, at the time, leadership was thought of primarily as a male quality, especially in terms of military leadership. ©2024. This slide and its content are copyright materials. Do not copy, post or circulate.  SMU Classification: Restricted Leadership at the Individual Level Traits Approach Behavioural Approach Contingency Approach ©2024. This slide and its content are copyright materials. Do not copy, post or circulate.  SMU Classification: Restricted The Trait Approach This approach recognizes that great leaders possess key traits that set them apart from most others, traits that remain stable over time and across different groups. ©2024. This slide and its content are copyright materials. Do not copy, post or circulate.  SMU Classification: Restricted Focus of the Trait Approach A Focuses exclusively on the leader B What traits do leaders need to have C Who has these traits Organizations use personality D assessments to find the “right” leader Multipurpose x 40 ©2024. This slide and its content are copyright materials. Do not copy, post or circulate.  SMU Classification: Restricted Some Leader Characteristics Sources: Bass and Stogdill’s Handbook of Leadership: Theory, Research, and Management Applications, 3rd ed. (New York: The Free Press, 1990), pp. 80–81; S. A. Kirkpatrick and E. A. Locke, ‘‘Leadership: Do Traits Matter?’’ Academy of Management Executive 5, no. 2 (1991), pp. 48–60; and James M. Kouzes and Barry Z. Posner, The Leadership Challenge: How to Get Extraordinary Things Done in Organizations (San Francisco: Jossey-Bass, 1990). ©2024. This slide and its content are copyright materials. Do not copy, post or circulate. The Big 5 Personality Model Trait 1 Extraversion Trait 2 Agreeableness Trait3 Conscientiousness Trait 4 Emotional Stability Trait 5 Openness to Experience ©2024. This slide and its content are copyright materials. Do not copy, post or circulate. BIG FIVE TRAITS The Big Five Personality Factors Low Score Trait High Score Practical, conventional, Openness (imagination, Curious, wide range of prefers routine 01 interests, independent feelings, actions, ideas) Impulsive, careless, Conscientiousness (competence, Hardworking, disorganized 02 dependable, organized self-discipline, thoughtfulness, goal-driven) Quiet, reserved, Outgoing, warm, withdrawn 03 Extroversion (sociability, assertiveness, seeks adventure emotional expression) Critical, Uncooperative, Helpful, trusting, suspicious 04 Agreeableness empathetic (cooperative, trustworthy, good- natured) Anxious, unhappy, Calm, even- Neuroticism tempered, secure 05 prone to negative (tendency toward unstable emotions) emotions ©2024. This slide and its content are copyright materials. Do not copy, post or circulate.  SMU Classification: Restricted Strengths & Limitations of the Trait Approach Strengths Serves as a guide to leader selection Can guide individuals in preparing for leadership responsibility Limitations Does not identify which amount of characteristics are absolutely needed Can breed an elitist conception of leadership Different situations call for different combinations of traits Can lead some to be strong at one trait at the exclusion of its opposite ©2024. This slide and its content are copyright materials. Do not copy, post or circulate.  SMU Classification: Restricted Behavioral Theory Paradigm Following the study of traits in leaders, researchers focused their attention on studying what the leader says and does in an effort to identify the differences in the behavior of effective leaders versus ineffective leaders. ©2024. This slide and its content are copyright materials. Do not copy, post or circulate.  SMU Classification: Restricted Behaviour Perspective Focus on leaders’ behaviour Michigan and Ohio programs of research: Task-orientated Vs people- orientated/relationship behaviour (Michigan) Initiating behaviour and consideration (Ohio) What leadership style is most effective?’ Also include Blake and Mouton’s Leadership Grid ©2024. This slide and its content are copyright materials. Do not copy, post or circulate.  SMU Classification: Restricted Ohio State University Leadership Model Leader Behaviors Identified Using the Leader Behavior Questionnaire (LBDQ):  Initiating structure behavior  Focuses on getting the task done  Is essentially the same as the job-centered leadership style  Consideration behavior  Focuses on meeting people’s needs and developing relationships  Is essentially the same as the employee-centered leadership style ©2024. This slide and its content are copyright materials. Do not copy, post or circulate.  SMU Classification: Restricted University of Michigan Leadership Model: Two Leadership Styles, One Dimension Job-centered Leadership Style:  Leader focuses on getting the job done by defining clear roles and goals for subordinates and closely directing them in their work. Employee-centered Leadership Style:  Leader provides support and interaction facilitation by developing relationships based on mutual trust, support, and respect to meeting employees’ needs. Job-Centered Employee-Centered Leadership Style Leadership Style © 2013 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. ©2024. This slide and its content are copyright materials. Do not copy, post or circulate.  SMU Classification: Restricted The Leadership Grid A two-dimensional leadership model that describes major leadership styles based on measuring both concern for people and concern for production ©2024. This slide and its content are copyright materials. Do not copy, post or circulate.  SMU Classification: Restricted The Leadership Grid® Source: The Leadership Grid figure from Leadership Dilemma—Grid Solutions by Robert R. Blake and Anne Adams McCanse (formerly the Managerial Grid by Robert R. Blake and Jane S. Mouton). Houston: Gulf Publishing Company, p. 29. Copyright 1991 by Scientific Methods, Inc. Reproduced by permission of the owners. ©2024. This slide and its content are copyright materials. Do not copy, post or circulate.  SMU Classification: Restricted Comparing the Universalistic and Contingency Approaches to Leadership © 2013 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. ©2024. This slide and its content are copyright materials. Do not copy, post or circulate.  SMU Classification: Restricted Contingency Theory Approach Effective leadership is contingent on matching a leader’s style to the right setting ©2024. This slide and its content are copyright materials. Do not copy, post or circulate.  SMU Classification: Restricted Framework for Contingency Leadership Variables Contingency Leadership Variables Followers Leader Situation Capability Personality traits Task Motivation Behavior Structure Experience Environment © 2013 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. ©2024. This slide and its content are copyright materials. Do not copy, post or circulate.  SMU Classification: Restricted Contingency Leadership Model Variables Within the Contingency Leadership Framework (Fiedler’s Model) Contingency Leadership Variables Followers Situation leader–member relations leader-member Leader task structure relations position power Leadership Styles task-oriented relationship-oriented © 2013 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. ©2024. This slide and its content are copyright materials. Do not copy, post or circulate.  SMU Classification: Restricted Situational Favorableness Refers to the degree to which a situation enables the leader to exert influence over the followers  The more control, the more favorable the situation Situational Favorableness Variables Leader–member Task Position relations structure power © 2013 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 4–55 ©2024. This slide and its content are copyright materials. Do not copy, post or circulate.  SMU Classification: Restricted Fiedler Contingency Leadership Model © 2013 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. ©2024. This slide and its content are copyright materials. Do not copy, post or circulate.  SMU Classification: Restricted Changing the Situation If the leadership style does not match the situation, the leader may be ineffective The leader may need to change the situation by: Working to improve poor relations Restructuring the standards, procedures and deadlines for completing the task Altering their use of position power to become more or less autocratic © 2013 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. ©2024. This slide and its content are copyright materials. Do not copy, post or circulate.  SMU Classification: Restricted The Basic Idea Behind the Path Goal Theory ©2024. This slide and its content are copyright materials. Do not copy, post or circulate.  SMU Classification: Restricted How Does the Path-Goal Theory Work? Multipurpose x 59 ©2024. This slide and its content are copyright materials. Do not copy, post or circulate.  SMU Classification: Restricted The Path–Goal Theory of Leadership The path-goal theory of leadership specifies four kinds of leader behavior: directive, supportive, participative, and achievement-oriented. Leaders are advised to vary their behaviors in response to such situational factors as personal characteristics of subordinates and environmental characteristics. ©2024. This slide and its content are copyright materials. Do not copy, post or circulate.  SMU Classification: Restricted The Trait Era – Assumptions and Findings Findings No single trait or set of traits clearly define leaders Traits play a minimal role Traits are not the dominant factor in leadership. Assumptions Leaders are born Leaders have special characteristics and traits Leaders and followers have different traits ©2024. This slide and its content are copyright materials. Do not copy, post orCopyright © 2012 Pearson Education, Inc. publishing as Prentice Hall circulate.  SMU Classification: Restricted The Behavioural Era – Assumptions and Findings Findings Key behaviours are task/structuring and relationships consideration Behaviours alone do not determine effective leadership Assumptions No clear findings as to which behaviours are most effective Behaviours rather than traits matter. Behaviours are observable and measureable Behaviours can be taught ©2024. This slide and its content are copyright materials. Do not copy, post orCopyright © 2012 Pearson Education, Inc. publishing as Prentice Hall circulate.  SMU Classification: Restricted The Contingency Era – Assumptions and Findings Personal and situational No one best way factors affect leadership 4 1 to lead effectiveness Understanding both Simple traits or behaviors alone do not leader trait/ behavior and 3 2 situation is needed explain or predict leadership Multipurpose x 63 ©2024. This slide and its content are copyright materials. Do not copy, post or circulate.