Leadership & Followership
Leadership & Followership
Management vs. Leadership
Management
Leadership
Advocate stability and the status quo
Has people who work for them
Agitate for change and new approaches
Has people who follow them
We often split supervisory roles into two ideas – managers and leaders. Managers are the supervisors who make sure things get done. Who maintain the status quo – implement ideas, makes sure processes are followed, they keep the organization running. Their subordinates work for them, tasked by them in service of the organization. Leaders are supervisors who advocate change. They are visionaries, push boundaries, drive people to be bette
strive higher. Their subordinates willing follow them, believing in them and their vision. While they are not necessarily mutually exclusive, they can be. Both are important for successful organization functioning – neither necessarily more important than the other.
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Management vs. Leadership
Management
Leadership
Planning and budgeting
Organizing and staffing
Controlling and problem solving
Reduces uncertainty
Stabilizes organizations
Controls complexity
Setting a direction & aligning people with it
Motivating people
Creates uncertainty
Creates useful change
Being (pro)active, not reactive
Traditionally managers have been concerned with four basic functions: planning (systematically making decisions about the goals and activities that an individual/group/department/organization will pursue), organizing (assembling and coordinating human, financial, physical, informational and other resources needed to achieve goals), controlling (monitoring performance and making needed changes), and stabilizing (making sure productivity and processes are met and business is conducted as necessary to achieve goals). Leaders on the other hand are often the heart, motivating employees and attracting new employees, developing ideas and stimulating interest, desire, and passion.
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Leaders and Managers
Dimension Manager Leade
Attitudes toward goals Impersonal, passive, functional; goals arise out of necessity and reality Personal, active; goals arise from desire and imagination
Conceptions of work Combines people, ideas, things; seeks moderate risk, enables process Looks for fresh approaches to old problems; seeks high-risk with high payoffs
Relationship with others Prefers to work with others; avoids close and intense relationships, avoids conflicts Comfortable in solitary work; encourages close, intense relationships; not averse to conflict
Sense of self Born once; accepts life as it is; unquestioning Born twice; struggles for sense of order; questions life
More detail can be found in the assigned article for this week.
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Key Leadership Behaviors – Kouzes & Posne
Challenge the process
They challenge conventional beliefs and practices, and they create change.
Inspire a shared vision
They appeal to people’s values and motivate them to care about an important mission.
Enable others to act
They give people access to information and give them the power to perform to their full potential.
Model the way
They don’t just tell people what to do, they are living examples of the ideals they believe in.
Encourage the heart
They show appreciation, provide rewards, and use various approaches to motivate people in positive ways.
Kouzes & Posner were concerned with identifying the basic behaviors that leaders (as opposed to managers) engage in on a consistent basis. They identified 5.
5
Powe
The ability to influence others
The leader with legitimate power has the right, or the authority, to tell others what to do – this power resides in a title as opposed to a person (when a person leaves that title, they lose that power);
The leader who has reward power influences others because they control valued rewards – this could be a direct supervisor, or someone no where in your chain of command who can do something for you
The leader with coercive power has control over punishments; people comply to avoid those punishments – this could be a direct supervisor, or someone no where in your chain of command who can punish you (or have your supervisor punish you)
The leader with referent power has personal characteristics that appeal to others – others want the leader to like them and so the leader has influence over them;
The leader who has expert power has certain expertise or knowledge – they can influence others because they are perceived to know more;
The different forms of power are independent – however, they are not mutually exclusive. Legitimate power – by its nature has both reward and coercive power within it. However, some leaders may have reward or coercive powers without the legitimate power…
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Legitimate
Reward
Expert
Referent
Coercive
Risk in Seeking Powe
The risk of equating power with the ability to get immediate results
The risk of ignoring the many different ways people can legitimately accumulate powe
The risk of losing self-control in the desire for powe
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Managerial Roles
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This slide and the next three discuss the many roles that managers play. Mintzberg based his classification system on research regarding how managers spend their time at work, primarily with regard to the roles they play. This way of viewing managers’ work activities complements the functional approach; it provides additional understanding and insights on what managers do.
Mintzberg’s typology of managerial roles has three major categories—interpersonal, informational, and decisional—each of which contains specific roles. Together, there are 10 such roles in this typology. More detail can be found in the assigned article for this week.
Manger’s Jo
Interpersonal roles
Figurehead – ceremonial duties
Leader – motivating, influencing others
Liaison – maintaining contacts outside the formal chain of command
Informational roles
Monitor – seeks information
Disseminator – transmits information to subordinates
Spokesperson – information to outside group
Decisional roles
Entrepreneur – explores new opportunities
Distu
ance Handler – steps up during crises
Resource allocator – who gets what
Negotiator – internal/external referee
More detail can be found in the assigned article for this week.
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The Real Manager’s Jo
These 10 distinct roles in the managers job are integrated – they draw on each other (e.g., information is accessed in all decisional roles)
Challenge of delegation – the manager “
ain dump” is required for subordinate success
Increasing managerial success
More insightful about their work better manage
Managers’ challenges
Find a systematic way to share privileged information
Make effective decisions about what to respond to
Transform obligations into opportunities
More detail can be found in the assigned article for this week.
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The Real Manager’s Jo
Important managerial skills
Developing relationships
Negotiating with team members
Motivating others
Resolving conflicts
Establishing information networks
Disseminating information
Making decisions in ambiguous conditions
Allocating resources
More detail can be found in the assigned article for this week.
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Leadership in Different Cultures
More detail can be found in the assigned article for this week.
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Decision Making
Synchronized Leader:
Opportunistic Leader:
Communication Style
Dark-Side Traits
Follow through, consensus seeking, focus on threats
Self-initiate, flexible, individualistic, tolerant of ambiguity
Straight-shooting
Diplomatic
Northeast Asia, Indonesia, Thailand, UAE, Latin America
Germanic & UK influenced
Get to the point, task-oriented, less interpersonally sensitive
Northeast Asia, Netherlands
Finesse and careful messaging, empathy, polite, agreeable
New Zealand, Sweden, Canada, Latin America
Kiss up/Kick down
Passive Aggressive
Western Asia, Se
ia, Greece, Kenya, South Korea
Cynical, mistrusting, covertly resistant, critical, resentful
Excessive indifference or sudden attention to detail upward, fiery directives or refusing to compromise downward
Indonesia & Malaysia
Toxic Leaders
Three characteristics of dangerous leaders
Indifferences towards suffering of people
Devaluation of others
Intolerant of criticism
Will often depress dissent
Grandiose sense of national (organizational) entitlement
Napoleon Bonaparte
Adolf Hitle
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Initiating Structure
Leader behavior aimed at defining and organizing work relationships and roles
Establishing clear patterns of organization, communication, and ways of getting things done
Consideration
Leader behavior aimed at nurturing friendly, warm working relationships
Encouraging mutual trust and interpersonal respect within the work unit
University Studies
Ohio State
University of Michigan
Production-Oriented Leade
Focus: getting things done
Uses direct, close supervision
Many written or unwritten rules
Employee-Oriented Leade
Focus: relationships
Less direct, close supervision
Fewer written or unwritten rules
Displays concern for people and their needs
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In the mid part of the 20th century, several researchers were studying leadership in an attempt to better quantify what types of leaders there were. During this time there was a movement to reject previous thinking that leaders were simply born with certain traits that made them good leaders. We know there is no one set of prescribed traits that indicates someone is going to be a good leader – different traits are important in different situations. So the research shifted to the style of leadership people engage in. Researchers at Ohio State and the University of Michigan completed their initial studies around the same time. Though they called the traits something different – it came down to basically two leadership styles. 1) Leaders who care more for and are more focused on productivity and process 2) Leaders who care more for and are more focused on employees, relationships, and interpersonal matters.
Leadership Grid Definitions
Leadership Grid – an approach to understanding a leader’s or manager’s concern for results (production) and concern for people
Concern for People
Concern for Production
High
High
Low
Low
Source: The Leadership Grid ® figure. Paternalism Figure and Opportunism from Leadership Dilemmas—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 (Grid Figure: p. 29; Paternalism Figure: p. 30; Opportunism Figure: p. 31.) Copyright 1991 by Blake and Mouton, and Scientific Methods, Inc. Reproduced by permission of the owners.
Developed in early 1960s, Blake & Mounton took these two styles of leadership and created a grid designed to explain how leaders help organizations to reach their purposes. The two factors are: Concern for production (How a leader is concerned with achieving organizational tasks) and Concern for people (How a leader attends to the members of the organization who are trying to achieve its goals)
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Leadership Grid Definitions
Concern for
People
Concern for Production
High
High
Low
Low
5,5
Organization Man (5,5) – a middle-of-the-road leade
Adequate organization performance is possible through balancing the necessity to get work out while maintaining morale of people at a satisfactory level
Leaders who are compromisers; have intermediate concern for task and people. To achieve equili
ium, leader avoids conflict while emphasizing moderate levels of production and interpersonal relationships. The Organization Man is described as expedient; prefers the middle ground; soft-pedals disagreement; swallows convictions in the interest of “progress”. These leaders can be beneficial in times of change or chaos, as they tend to manage conflicts well. They get things done; they are reliable but are not exceptional.
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Leadership Grid Definitions
Concern for
People
Concern for Production
High
High
Low
Low
9,1
Authority Compliance Manager (9,1) – a leader who emphasizes efficient production
Efficiency in operations results from a
anging conditions of work in such a way that human elements interfere to a minimum degree
For these leaders, there is a heavy emphasis on task and job requirements and less emphasis on people. These leaders often communicate with subordinates mainly for task instructions. They are results driven – employees are regarded as tools to that end. These leaders