Central Washington University Leadership Styles Discussion

Leadership:
Styles and
Behaviors
Chapter 14
McGraw-Hill/Irwin
Copyright © 2013 by The McGraw-Hill Companies, Inc. All rights reserved.
Why Are Some Leaders
More Effective than Others?
14-2
Leadership
•
Leadership is the use of power and influence to
direct the activities of followers toward goal
achievement.
๏ How leaders get the power and influence
needed to direct others (Chapter 13).
๏ How leaders actually use their power and
influence in an effective way.
•
•
Leaders communicate values, make decisions,
motivate, manage emotions, direct team efforts, …
How do we measure effective leadership?
14-3
Leadership Effectiveness
•
Degree to which the leader’s actions
result in…
๏ The achievement of the unit’s goals.
๏ The continued commitment of the
unit’s employees.
๏ The development of mutual trust,
respect, and obligation in leadermember dyads.
14-4
Saving Private Ryan Clip
•
As you watch the clip, think of the
following:
๏ Who is the leader?
๏ What leadership behaviors did you
observe?
14-5
Who Becomes a Leader?
Born vs. Made?
14-6
Are Leaders Born or Made?
• Research with 119 pairs of
identical twins and 94 pairs
of fraternal twins
• Examined the role of
genetic influences in
predicting leadership role
occupancy and different
personality variables
Genetic
30%
Other
70%
14-7
Behavioral Theories
•
Ohio State in the 1950s identified two
independent leadership behavior
dimensions:
1. Initiating Structure
๏ Extent to which the leader defines and
structures the roles of employees in pursuit of
goal attainment.
๏ Leads to employee motivation, leader
effectiveness, job satisfaction and unit
performance.
14-8
Behavioral Theories
2. Consideration
๏ Extent to which the leader creates job
relationships characterized by mutual
trust, respect for employee ideas, and
consideration of employee feelings.
๏ Leads to leader effectiveness,
employee motivation, and job
satisfaction.
14-9
Initiating Structure
38
14-10
Consideration
40
14-11
Leadership Styles
•
•
Is there likely to be one best style?
What factors might impact the
appropriateness of the various styles?
14-12
Contingency Theories
•
E.g. Path-goal theory
14-13
Leadership Styles
•
•
Leaders can be separated by the style
they use when making important
decisions
These styles vary in how much control is
retained by the leader, and how much
control is given to the followers
14-14
TimeSensitive
Model
14-15
Time-Sensitive Model
•
Scientific support:
๏ In one study, following the model resulted in
effective decisions 68% of the time. Not
following the model resulted in effective
decisions 22% of the time.
•
Leaders’ instincts usually violate the
model
๏ Leaders overuse consultative styles and
underutilize autocratic and facilitative
14-16
Day-to-Day
Behaviors
14-17
Something Is Missing
•
•
•
Think about the most effective leaders
you can name
Do the leader behaviors and styles
discussed thus far capture what it was
that made these leaders so effective?
So what’s missing?
14-18
Transformational
Leadership
•
•
A pattern of behaviors that inspires
followers to commit to a shared vision that
provides meaning to their work and sets
the leader up as a role model who helps
followers reach their potential
It is most often contrasted with so-called
“transactional leadership,” which is built
around exchanges of rewards and
punishments, or “laissez-faire” leadership,
which is the absence of action
14-19
14-20
Transformational
Leadership
•
•
•
•
Idealized influence (charisma)
Inspirational motivation
Intellectual stimulation
Individualized consideration (coaching)
14-21
Charismatic
Company Vision
Leader
Steven Jobs
Apple
Computer
To make computing simple and available to
everyone.
Charles
Schwab
Charles
Schwab
To provide high-quality financial services to people
at reasonable prices.
Herb Kelleher
Southwest
Airlines
To provide excellent service and great value to the
flying public.
Mary Kay Ash
Mary Kay
Cosmetics
To enhance the self-esteem of women by building
their financial independence while providing quality
cosmetics.
Rupert Murdoch
News
Corporation
To provide accurate access to news for people
throughout the world.
Walt Disney
Walt Disney
Co.
To provide wholesome, high-quality entertainment to
families throughout the world.
14-22
14-23
How Important is Leadership?
14-24
Leadership; Power & Influence
Importance of Leadership
What skills must middle managers develop to be promoted?
90%
82%
80%
78%
70%
62%
60%
50%
40%
30%
20%
10%
0%
Strategic Thinking
Leadership
Communication
Leadership and Power
 Leadership is the use of power and
influence to direct the activities of
followers toward goal achievement.
 Power can be defined as the ability to
influence the behavior of others and
resist unwanted influence in return.
 Just because a person has the
ability to influence others does not
mean he will actually choose to do
so.
 Power can be seen as the ability to
resist the influence attempts of
others.
How do Leadership &
Power differ?
•
•
•
Leaders use power as a way to attain
group goals, and power is a means for
facilitating their achievement.
Leadership requires goal commitment &
congruence
Power only requires dependence
14-28
Types of Power
•
Organizational Power
•
•
•
Legitimate power is derived from a position of authority inside the
organization and is sometimes referred to as “formal authority.”
Reward power exists when someone has control over the resources or
rewards another person wants.
Coercive power exists when a person has control over punishments in
an organization.
Types of Power
•
Personal Power
•
•
Expert power is derived from a person’s expertise, skill, or
knowledge on which others depend.
Referent power exists when others have a desire to identify
and be associated with a person.
Table 13-3
The Contingencies of Power
14-31
Using Influence
•
Influence is the use of an actual behavior that causes behavioral
or attitudinal changes in others.
•
Influence can be seen as directional.
•
•
Most frequently occurs downward (managers influencing
employees) but can also be lateral (peers influencing
peers) or upward (employees influencing managers).
Influence is all relative.
•
Absolute power of the “influencer” and “influencee” isn’t
as important as the disparity between them.
Influence Tactics and Their Effectiveness
14-33
Responses to Influence Attempts
14-34
Effects of Power and Influence
14-35
Dark Sides of Power & Influence
“Power tends to corrupt, and absolute power corrupts
absolutely. Great men are almost always bad men.”
Lord Acton, 1887
14-36
Zimbardo Prison
Experiment
Stanford Prison Experiment, 1971
From the Stanford Prison Experiment
website: “What happens when you put
good people in an evil place? Does
humanity win over evil, or does evil
triumph? These are some of the
questions we posed in this dramatic
simulation of prison life conducted in
the summer of 1971 at Stanford
University …” http://www.prisonexp.org/
14-37
Zimbardo Prison Experiment
Zimbardo Prison
Experiment
“… How we went about testing these
questions and what we found may astound
you. Our planned two-week investigation into
the psychology of prison life had to be ended
prematurely after only six days because of
what the situation was doing to the college
students who participated. In only a few days,
our guards became sadistic and our prisoners
became depressed and showed signs of
extreme stress.”
– Philip G. Zimbardo
14-39
Could this happen today?
Power can corrupt …
Effects on power-holders
 Self-serving attributions
 Preference for own group
 Lack of attention to subordinates and their
perspectives
 Disinhibition
 Creation of systems, rules, and ideologies
that favor the self and the group
 Conviction that self-serving rules are fair &
legitimate
14-41
Steve Jobs
“He oozes smug superiority, lacing his public comments
with ridicule of Apple’s rivals, which he casts as mediocre,
evil and—worst of all—lacking taste.” (Fortune, March 17,
2008)
• Parks his Mercedes in handicapped spaces
• Periodically reduces employees to tears
• Fires employees in angry tantrums
• Did not agree to pancreatic cancer surgery at
first
• Break-the-rules-attitude: Refuses to put license
plate on his Mercedes (“It’s a little game I play”)
• Requested his own plane ($88 million)
Could this happen today? Steve
Ballmer
Prior to joining Google, I set up a meeting on or about November 11, 2004
with Microsoft’s CEO Steve Ballmer to discuss my planned departure. At
some point in the conversation Mr. Ballmer said: “Just tell me it’s not
Google.” I told him it was Google.
At that point, Mr. Ballmer picked up a chair and
threw it across the room hitting a table in his office.
Mr. Ballmer then said: “F…ing Eric Schmidt is a
f…ing pussy. I’m going to f…ing bury that guy. I
have done it before, and I will do it again. I’m going
to f…ing kill Google.”
Thereafter, Mr. Ballmer resumed trying to persuade me to stay. Among
other things. Mr. Ballmer told me that “Google’s not a real company. It’s a
house of cards.”
The flip side:
Powerlessness
Milgram Experiments
1.
Why do you think so many study
participants obeyed the
experimenter’s instructions?
2.
Do you think if Milgram would run his
experiments in today’s age, he would
find the same results? Why or why
not?
14-44
Milgram Experiments Replication
(2006)
• Jerry Burger repeated
experiment at Santa Clara
University
• Stopped at 150-volt
(opposed to 450 volts)
• 70% of participants
administered the 150-volt
shock (opposed to 80%)
The mindset of the individual participant is less important than the
“situational features” such as authority figure taking responsibility and
having the participant increase the voltage gradually.
14-45
Powerlessness
 Blind Obedience (Milgram Study)
 Rebellion (externalization)

Believe that the system is unfair

Feelings of anger and resentment

Group energy is directed against the organization’s goals
 Lack of participation (internalization)

Believe that success is impossible (fatalism)

Withdrawal and apathy (learned helplessness)

Group energy is depleted
14-46
Overcoming Powerlessness
1. Don’t be willing to concede power.
๏ Think of Milgram! Don’t be overinfluenced by the power of authority or
hierarchy.
๏ Fight the temptation to become
apathetic.
๏ There are virtually no situations in which
you will not have any power.
14-47
Overcoming Powerlessness
2. Figure out what you need to get done.
๏ Determine your goals in the situation.
๏ Be specific & action oriented.
๏ Determine your dependencies.
3. Identify your sources of power.
๏ Positional power and personal power.
๏ Determine your supervisor’s
dependencies.
14-48
Overcoming Powerlessness
4. Be Proactive.
๏ Ask questions
๏ Leverage contacts/build coalitions
๏ Question assumptions
๏ Document what you are doing.
5. Keep your eye on the ball.
๏ Don’t waste time/energy on things you cannot
control or fix.
๏ Keep short term and long term goals in mind.
๏ Always know what your alternative is (remember
the motivating power of choice).
14-49
Power & Influence
 Major Lessons
 Power can affect us in ways we might not be able to predict
What happens when good people are put into an evil place? Do they
triumph or does the situation dominate their past history and
morality?
 Context is a powerful factor in whether or not power is
abused
The line between good and evil is permeable and almost anyone
can be induced to cross it when pressured by situational forces.
~Philip Zimbardo

Purchase answer to see full
attachment