Objectives Hero/Heroine Versus Leader Focus on Proactive Behavior (Versus Reactive) Increase Your Circle of Influence Reactive F

Hero/Heroine versus Leader Objectives • Hero: person of great courage, to be admired for • Introduce Leadership exploits • Review types of power required for • Leader: the ability to influence, inspire, motivate leadership and organize people to do something in common • Integrating the various forms of power • Environmental leadership • Is a hero necessarily a leader?

• Is a leader necessarily a hero?

Focus on Proactive Behavior Increase your Circle of Influence (versus Reactive) • Internal Locus of Control • Proactive Focus – Perceive your actions are important to goals of Circle of Concern organization – high self-esteem, confidence – need for achievement and accomplishment – capable of affiliation (don’t necessarily need it) Circle of Influence • Remember: must be independent before inter-dependent – Don’t let outside forces (physical, economic, social) control behavior – Need to transcend “suffering”, continue to build character

Reactive Focus: Qualities of a Leader Easy Way Out • External Locus of Control • Circle of influence shrinks • Characterized by: – victimization – blame game – buck never stops with you – cover-up or rationalize mistakes – “Outside in” • Outlook often promoted in large bureaucracies

1 Sources of Managerial Power Power: The Key to Leadership

Legitimate Power – The authority that a manager has by virtue of his or her position in the organization. • Example: the power to hire or fire employees • Veto power / over-ride authority – Often formalized in organizational hierarchy • Military organizations • Foreman •CEO

Figure 13.1 • President of school activity club

Power: The Key to Leadership Power: The Key to Leadership

• Coercive Power • Reward Power – The ability of a manager to punish others. – The ability of a manager to give or withhold • Long hours, pay cuts tangible and intangible rewards. • Withholding benefits • Examples: pay, bonus, vacation, comp-time, stock • Verbal or physical abuse (sweat shops, military) options, promotions • Poor working conditions – Effective managers use reward power to signal – Limited in effectiveness and application; can have to employees that they are doing a good job. serious negative side effects. – Often used in highly non-democratic environments

Power: The Key to Leadership Transactional Leadership (legitimate, reward, coercive) • Expert Power – Power that is based on special knowledge, • Reward high performance skills, and expertise • Reprimand low performance • First-line and middle managers have the most expert power • Focus on rewarding desired behavior • technical ability, conceptual skills – Outdoor guide – Gifted athletes and performers – Need to combine with other types of power

2 Power: The Key to Leadership Empowerment

• The process of decentralizing power, • Referent Power authority and responsibility to subordinate – Power from subordinates’, coworkers’ and workers colleagues’ respect, admiration and loyalty • Empowerment helps managers: – personal characteristics of leader – Get workers involved in the decisions. – interpersonal/communication skills – Increase worker commitment and motivation. – empathizes and empowers employees – Have time to focus on other issues, rather than “Leadership is not just giving directions - it’s liberating people micromanaging outcomes. to do what is needed in the best possible way.” – John Graham

Transformational Leadership Transformational vs. Transactional Leadership • Focus on importance of each person to the organization and meeting goals • care about employee personal growth, • Transactional Leaders development and accomplishment – Use their reward and coercive powers to • empower subordinates encourage high performance—they exchange • Develop: rewards for performance and punish failure. – “esprit de corps” • Transformational Leaders – commitment to ideals and goals – Take a more holistic approach – use all forms of power to get the most from subordinates – commitment to mission

Another Perspective Scarcity Mentality

• Transactional vs. Transformational • Managers based in scarcity mentality: – competitive, never enough pieces of the pie • Abundance Mentality vs. Scarcity Mentality – difficult time sharing recognition and credit – managers allocate scarce resources – trouble being happy for others’ success – managers expand resources – usually surround themselves with “YES” people who won’t challenge decisions – Always looking over their shoulder

3 Abundance Mentality Emotional Intelligence

• Traditional intelligence linked to logic, • Managers based in abundance mentality: problem solving, analytical skills – cooperative • Managers also need intelligence linked to – high self-esteem identifying and understanding – share prestige, recognition, profits – Desires – share in decision making – Motivations – “a rising tide lifts all boats” – Social & antisocial behaviors – Feelings and fears

The Role of Empathetic Listening The Role of Empathetic Listening

• Central to using emotional intelligence • transactional exchange • Listening responses: – superficial communication – evaluate, probe, advise, interpret based on our – data exchange frame of reference – programmed responses • Seek first to understand • transformational exchange – rephrase content and reflect the feeling – empathize with employee – opens avenue of trust – seek to understand – place value on emotion – do not marginalize or patronize feelings

Leadership – Environmental Context Leadership – Environmental Context “long-term solutions”

Four key characteristics of environmental Need long-term vision to assess organizations purpose management issues (social issues): to best serve clients and society 1. require long-term solutions – ability to see beyond quarterly and annual reports 2. systems are complex – not clairvoyance, but using available data to test 3. issues are emotionally charged and polarized predictions and insights 4. science deals in probabilities not absolutes – where is the organization going to be in 10 - 20 years

4 Leadership – Environmental Context Leadership – Environmental Context “emotionally charged and polarized” “systems are complex”

• Less confrontation • Quality control – not always slaying dragons or the competition • Accountability and credibility – more consensus building, negotiation and • How do you know you are meeting your goals cooperation and objectives? • Character ethic • Emotional intelligence – Motivation of employees and volunteers

Leadership Models Leadership Models

• Trait model • Trait Model • Behavioral model – Identify personal characteristics at the root of • Contingency models effective leadership • certain personal “traits” do appear to be connected – Fiedler’s Model to effective leadership. – House’s Path-Goal Theory • effective leaders do not necessarily possess all of these traits. – Emulate effective leadership traits – Enough said!

Leadership Models (cont’d) • Behavioral Model Right Traits, – Focuses on two behaviors: Right Behaviors • Consideration: employee-centered leadership behavior indicating that a manager trusts, respects, and cares about subordinates (transformational) • Initiating structure: job-oriented leadership behavior that Will not guarantee effective managers engage in to ensure that work gets done, subordinates perform their jobs acceptably, and the organization is efficient leadership. and effective. – Theoretical bureaucracy – Do not go overboard and start micro-managing

5 Can we think of this as Contingency Models of Leadership female and male leadership styles? • Fiedler’s Model Leadership across Genders – Effective leadership is contingent on both the characteristics of the leader and of the situation/context. • Stereotypes suggest women are supportive and – Leader style is the enduring, characteristic approach to leadership that a manager uses and does not readily concerned with interpersonal relations, higher change. emotional intelligence. • Relationship-oriented style – quality interpersonal relationships • Conversely, men are stereotyped as task- • Task-oriented style focused, with weak emotional intelligence.

Fiedler’s Model Leadership across Genders • Situation Characteristics • Research indicates: – How favorable a situation is for leading to occur. – no gender-based difference in leadership effectiveness, however: 1. Leader-member relations • Followers trust, like and loyal to leader – Women are more participative 2. Task structure • Work is clear-cut – Women often adopt the participative approach to overcome subordinate resistance 3. Power structure (“Position power” – amount of legitimate, reward and coercive power) – Women have better interpersonal skills

Motivating with Path-Goal House’s Path-Goal Theory • Path-Goal identifies four leadership behaviors: • Contingency model of leadership – Directive behaviors: set goals, assign tasks, show how to • Effective leaders can motivate subordinates by: do things. 1. Clearly identifying the outcomes workers are trying – Supportive behavior: look out for the worker’s interests to obtain from their jobs. – Participative behavior: give subordinates a say in matters 2. Rewarding workers for high-performance and goal that affect them. attainment with the outcomes they desire – Achievement-oriented behavior: Setting very challenging 3. Clarifying the paths to the attainment of the goals, goals, believing in worker’s abilities. remove obstacles to performance, and express • Which behavior to be used depends on the nature of confidence in worker’s ability the subordinates and the tasks.

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