Management session 7 motivation & leadership moghimi

WEEK 7:

MOTIVATION & LEADERSHIP

Lecturer: Bahman Moghimi
Doctor of Business Administration
M.Sc. Of “Industrial Marketing & e-Commerce”

Session 7
University of Georgia

Source:
Robbins,St.,Coulter,M. Management-11th ed.

Distinguishing Manager-ship from Leadership

B.Moghimi@Yahoo.co.uk 5

The Place of Leadership

 Can Anyone Be a Leader?
 Some people don’t have what it takes to be a leader
 Some people are more motivated to lead than
others
 Is Leadership Always Necessary?
 Some people don’t need leaders
 Leaders need to be aware of followers’ needs


Early Leadership Theories
 Trait Theories (1920s–30s)
 Research that focused on identifying personal
characteristics that differentiated leaders from non-leaders
was unsuccessful
 Later research on the leadership process identified seven
traits associated with successful leadership:
 Drive, the desire to lead, honesty and integrity, self-confidence,
intelligence, job-relevant knowledge, and extraversion


Exhibit 12.2 Seven Traits Associated with Leadership


Behavioral Theories
 University of Iowa Studies (Kurt Lewin)
 Identified three leadership styles:
 Autocratic style: centralized authority, low participation
 Democratic style: involvement, high participation, feedback
 Laissez-faire style: hands-off management
 Research findings: mixed results
 No specific style was consistently better for producing better
performance
 Employees were more satisfied under a democratic leader
than an autocratic leader


Behavioral Theories (cont’d)
 Ohio State Studies
 Identified two dimensions of leader behaviour
 Initiating structure: the role of the leader in defining his or
her role and the roles of group members
 Consideration: the leader’s mutual trust and respect for group
members’ ideas and feelings
 Research findings: mixed results
 High-high leaders generally, but not always, achieved high
group task performance and satisfaction
 Evidence indicated that situational factors appeared to
strongly influence leadership effectiveness


 University of Michigan Studies
 Identified two dimensions of leader behavior
 Employee oriented: emphasizing personal relationships
 Production oriented: emphasizing task accomplishment
 Research findings:
 Leaders who are employee oriented are strongly associated
with high group productivity and high job satisfaction


Exhibit 12.3 Behavioral Theories of Leadership


 Managerial Grid
 Appraises leadership styles using two dimensions:
 Concern for people
 Concern for production


Exhibit 12.4 The
Managerial Grid

Source: Reprinted by permission of
Harvard Business Review. An exhibit
from “Breakthrough in Organization
Development” by Robert R. Blake,
Jane S. Mouton, Louis B. Barnes,
and Larry E. Greiner, November–
December 1964, p. 136. Copyright ©
1964 by the President and Fellows of
Harvard College. All rights reserved.


Contingency Theories of Leadership
 The Fiedler Model
 Effective group performance depends upon the match
between the leader’s style of interacting with followers
and the degree to which the situation allows the
leader to control and influence
 Assumptions:
 Different situations require different leadership styles
 Leaders do not readily change leadership styles
 Matching the leader to the situation or changing the situation to
make it favourable to the leader is required


Contingency Theories of Leadership (cont’d)

 The Fiedler Model (cont’d)
 Least-preferred co-worker (LPC) questionnaire
 Determines leadership style by measuring responses to 18 pairs
of contrasting adjectives
 High score: a relationship-oriented leadership style
 Low score: a task-oriented leadership style
 Situational factors in matching leader to the situation:
 Leader-member relations
 Task structure
 Position power


Exhibit 12.5 Fiedler’s Least-Preferred Co-worker
Questionnaire


Exhibit 12.6 Findings of the Fiedler Model

Good
Task
Oriented

Relationship
Oriented
Poor
Situation Favourableness: Highly Favourable Moderate Highly Unfavourable

Category I II III IV V VI VII VIII
Leader– Member Good Good Good Good Poor Poor Poor Poor
Relations
Task Structure High High Low Low High High Low Low
Position Power Strong Weak Strong Weak Strong Weak Strong Weak


Contingency Theories… (cont’d)
 Hersey and Blanchard’s Situational Leadership
Theory (SLT)
 Successful leadership is achieved by selecting a
leadership style that matches the level of the
followers’ readiness
 Acceptance: do followers accept or reject a leader?
 Readiness: do followers have the ability and
willingness to accomplish a specific task?
 Leaders must give up control as followers
become more competent


 Hersey and Blanchard’s Situational Leadership Theory
(SLT) (cont’d)
 Creates four specific leadership styles incorporating
Fiedler’s two leadership dimensions:
 Telling: high task–low relationship leadership
 Selling: high task–high relationship leadership
 Participating: low task–high relationship leadership
 Delegating: low task–low relationship leadership


 Hersey and Blanchard’s Situational Leadership Theory
(SLT) (cont’d)
 Identifies four stages of follower readiness:
 R1: followers are unable and unwilling
 R2: followers are unable but willing
 R3: followers are able but unwilling
 R4: followers are able and willing


Exhibit 12.7 Hersey and Blanchard’s Situational Leadership Model

High relationship High task and
and low task high relationship

High STYLE OF LEADER

S3 S2 High Moderate Low
S4 S1
R4 R3 R2 R1
Able Able Unable Unable
and and and and
willing unwilling willing unwilling
Low High
Task Behaviour Follower Readiness
Low relationship High task and Source: Reprinted with permission from the Center for Leadership
and low task low relationship Studies. Situational Leadership® is a registered trademark of the Center
for Leadership Studies. Escondido, California. All rights reserved.


 Leader Participation Model (Vroom and Yetton)
 Leader behavior must be adjusted to reflect the task
structure
 Suggests appropriate participation level in decision
making


 Leader Participation Model Contingencies:
 Decision significance
 Importance of commitment
 Leader expertise
 Likelihood of commitment
 Group support
 Group expertise
 Team competence


Leadership Styles: Vroom Leader Participation Model

 Decide

 Consult Individually

 Consult Group

 Facilitate

 Delegate


H – – – Decide

H H
H
H
L
Delegate
Exhibit 12.8 Time-
L
L – Consult (Group)
L –
H
–
Facilitate
Driven Model
P H
R H H L
O H
L – Consult (Individually)
B
L L – –
E L
M H Facilitate
H H
S H L
T L
L – Consult (Group)
A
T L – –
E
M H – – – – Decide
E
N H Facilitate
T H
L H L
L –
L – Consult (Individually)
L – –

H – – – Decide

H – H Delegate Source: Adapted from V. Vroom, “Leadership and
L L – – the Decision-Making Process,” Organizational
L Facilitate Dynamics, vol. 28, no. 4 (2000), p. 87.
L – – – – – Decide


 Path-Goal Model
 Leader’s job is to assist his or her followers in achieving
organizational goals
 Leader’s style depends on the situation:
 Directive
 Supportive
 Participative
 Achievement-oriented


Exhibit 12.9 Path-Goal Theory
Environmental
Contingency Factors

• Task Structure
• Formal Authority System
• Work Group

Leader Behaviour Outcomes

• Directive • Performance
• Supportive • Satisfaction
• Participative
• Achievement Oriented

Subordinate
Contingency Factors

• Locus of Control
• Experience
• Perceived Ability


Cutting-Edge Approaches to Leadership

 Transactional Leadership
 Leaders who guide or motivate their followers in the
direction of established goals by clarifying role and task
requirements
 Transformational Leadership
 Leaders who inspire followers to go beyond their own
self-interests for the good of the organization
 Leaders who have a profound and extraordinary effect
on their followers


Cutting-Edge Approaches to Leadership (cont’d)

 Charismatic Leadership
 An enthusiastic, self-confident leader whose personality
and actions influence people to behave in certain ways
 Characteristics of charismatic leaders:
 Have a vision
 Are able to articulate the vision
 Are willing to take risks to achieve the vision
 Are sensitive to the environment and to follower needs
 Exhibit behaviours that are out of the ordinary



 Charismatic Leadership (cont’d)
 Effects of Charismatic Leadership
 Increased motivation, greater satisfaction
 More profitable companies
 Charismatic leadership may have a downside:
 After recent ethics scandals, some agreement that CEOs with
less vision, and more ethical and corporate responsibility,
might be more desirable



 Visionary Leadership
 A leader who creates and articulates a realistic, credible,
and attractive vision of the future that improves upon
the present situation
 Visionary leaders have the ability to:
 Explain the vision to others
 Express the vision not just verbally but through behaviour
 Extend or apply the vision to different leadership contexts



 Team Leadership Characteristics
 Having patience to share information
 Being able to trust others and to give up authority
 Understanding when to intervene
 Team Leader’s Job
 Managing the team’s external boundary
 Facilitating the team process
 Coaching, facilitating, handling disciplinary problems, reviewing
team and individual performance, training, and communicating


Exhibit 12.10 Specific Team Leadership Roles

Liaison with
Coach External
Constituencies

Conflict Team Leader Troubleshooter
Manager Roles


Current Leadership Issues
 Managing Power
 Legitimate power  Expert power
 The power a leader has  The influence a leader
as a result of his or her can exert as a result of
position his or her expertise,
 Coercive power skills, or knowledge
 The power a leader has  Referent power
to punish or control
 The power of a leader
 Reward power that arises because of a
 The power to give person’s desirable
positive benefits or resources or admired
rewards personal traits


Developing Trust
 Credibility (of a Leader)
 The assessment, by a leader’s followers, of the leader’s
honesty, competence, and ability to inspire
 Trust
 The belief of followers and others in the integrity,
character, and ability of a leader
 Dimensions of trust: integrity, competence, consistency,
loyalty, and openness
 Trust is related to increases in job performance,
organizational citizenship behaviours, job
satisfaction, and organization commitment


Tips for Managers:
Suggestions for Building Trust

Practice openness
Be fair
Speak your feelings
Tell the truth
Show consistency
Fulfill your promises
Maintain confidences
Demonstrate competence


Providing Moral Leadership

 Address both the moral content of a leader’s goals and the
means used to achieve those goals
 Ethical leadership is more than being ethical
 Includes reinforcing ethics through organizational
mechanisms


Providing On-line Leadership

 Challenges of On-line Leadership
 Communication
 Choosing the right words, structure, tone, and style for digital
communications
 Performance management
 Defining, facilitating, and encouraging performance
 Trust
 Creating a culture where trust is expected, encouraged, and
required


Empowering Employees
 Empowerment
 Involves increasing the decision-making discretion of
workers
 Why empower employees?
 Quicker responses to problems and faster decisions
 Relieves managers to work on other problems


Empowerment: Cautions

 The following conditions should be met for
empowerment to be introduced:
 Clear definition of company’s values and mission
 Employees have relevant skills
 Employees need to be supported, not criticized, when
performing
 Employees need to be recognized for their efforts


Exhibit 12.11 Selected Cross-Cultural Leadership Findings

 Korean leaders are expected to be paternalistic toward employees.
 Arab leaders who show kindness or generosity without being asked
to do so are seen by other Arabs as weak.
 Japanese leaders are expected to be humble and speak frequently.
 Scandinavian and Dutch leaders who single out individuals with
public praise are likely to embarrass, not energize, those
individuals.
 Malaysian leaders are expected to show compassion while using
more of an autocratic than a participative style.
 Effective German leaders are characterized by high performance
orientation, low compassion, low self-protection, low team
orientation, high autonomy, and high participation


Cross-Cultural Leadership

 Universal Elements of Effective Leadership
 Vision
 Foresight
 Providing encouragement
 Trustworthiness
 Dynamism
 Positiveness
 Proactiveness


Gender Differences and Leadership

 Research Findings
 Males and females use different styles:
 Women tend to adopt a more democratic
or participative style unless in a male-
dominated job
 Women tend to use transformational
leadership
 Men tend to use transactional leadership


Exhibit 12.12 Where Female Managers Do Better: A Scorecard

None of the five studies set out to find gender differences. They stumbled on them while
compiling and analyzing performance evaluations.

Skill (Each check mark denotes which group MEN WOMEN
scored higher on the respective studies)
Motivating Others
Fostering Communication *
Producing High-Quality Work
Strategic Planning *
Listening to Others
Analyzing Issues *
* In one study, women’s and men’s scores in these categories were statistically even.
Data: Hagberg Consulting Group, Management Research Group, Lawrence A. Pfaff, Personnel
Decisions International Inc., Advanced Teamware Inc.

Source: R. Sharpe, “As Leaders, Women Rule,” BusinessWeek, November 20. 2000, p. 75.


B.Moghimi@Yahoo.co.uk

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Management session 7 motivation & leadership moghimi

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