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Leadership styles
The document discusses receiving an award for research showing ways to improve medical care. It also mentions appearing on a national television show to discuss this research. The person played on the basketball team at Vanderbilt University.
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Leadership styles
- 1. Which is trueabout me? Played on the basketball team at Vanderbilt University Appeared on a national television show to discuss research Received an award for research showing ways to improve medical care
- 2. My Favorite Leader…. Insmalls groups of 3; each person thinks about and shares the following Describe the leader you most admire. Who is the person? What were his or her actions? How did followers react? This can be a close leader or someone you have observed from a distance.
- 3. Great Man Leaders Sourceof Power Organizational Position Physical Characteristics Leader Behaviors Threats, Intimidation, Punishment Follower Reactions Fear-based Compliance Dislike of Leader Works for Short-term results Extreme situations
- 4. Transactional Leaders Source ofPower Position Power Ability to Reward Leader Behaviors Making Deals, presenting incentives Negotiating, bargaining Follower Reactions Calculative Compliance Works for Short-term compliance Specific, mundane tasks
- 5. Transformational Leaders Source ofPower Referent Power, Personal Power Vision Leader Behaviors Communication and Stories Relationship Building, Inspirational Appeals Follower Reactions Commitment Works for Crisis situations Facilitates change
- 6. Empowering Leaders Source ofPower Referent Power, Personal Power Expertise, particularly of followers Leader Behaviors Modeling, Directed Participation, Confidence Building Rational Persuasion Follower Reactions Initial fear Ownership Works for Long-term situations Creative tasks
- 7. A leader isbest When people barely know he exists, Not so good when people obey and acclaim him, Worse when they despise him. But of a leader, who talks little, When his work is done, his aim fulfilled, They will say: We Did it ourselves. Lao Tzu
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- 9. A Key toTeams Team leadership should be tailored to fit the follower reaction that is desired Start with the end in mind and work back to identify appropriate leadership behavior 1
- 10. Leadership’s Effect onTeams Overpowering Leadership Leader Behaviors: Coercion, Reinforcement, Punishment, Autocratic Decision Making, Structuring Team Reactions: Compliance, Conformance, Skepticism Outcome: Submissive Teams--Teams that acquiesce to leader control Powerless Leadership Leader Behaviors: Intermittent Structuring, Enforcing of Sanctions, Psychological Distancing Team Reactions: Lack of Direction, Power Struggles Outcome: Alienated Teams--Teams and leaders struggle for control Power Building Leadership Leader Behaviors: Guidance, Encouragement, Delegation, Reinforcement, Culture Building Team Reactions: Learning, Skill Development Outcome: Self-managing teams--Teams control how work is done Empowered Leadership Leader Behaviors: Modeling, Boundary Spanning, Assisting Team Reactions: Self-direction, Ownership Outcome: Self-leading teams--Teams control what work is and how it is done. LEADER POWER ORIENTATION DemocraticAutocratic LEADERINVOLVEMENTPassiveActive
- 11. Team-Level Autonomy and Performance highlow Performance 3 4 5 TeamSelf-Leadership Creative Tasks Routine Tasks
- 12. Types of Teams AuthorityDifferentiation Is one person a leader or is the authority shared among members? Skill Differentiation Does each team member have a unique skill set? Temporal Stability How long will the team members work together?
- 13. Matching Leadership to Teams Strong-ManTransactional Transformational Empowering High Authority Differentiation Short Time Frames Low Authority Differentiation Long Time Frames Skill Differentiation? Aversive Directive Critical nature of highest skill High expertise for followers Clear Goals Experienced Leaders Vague Goals Development Emphasis
- 14. A Key toTeams Team-level autonomy should fit the situation Higher autonomy is needed when conditions are uncertain and outcomes need to be creative 2 Individual and team-level autonomy are not equivalent.
- 15. The Big Picture Thereare many different types of leadership and each has the potential to create very different outcomes Remember leadership should match the team in terms of Authority differentiation Skill differentiation Temporal stability Day 1
Editor's Notes
- #12 Ask if more self-leadership is always desirable. The answer of course is that it depends. Here we find that it depends once again on the nature of the tasks. This is from the same study of teams. We found that self-leadership was helpful when teams had creative tasks. This allowed them to arrive at unique solutions and to adapt to changes. It was not helpful when teams had routine tasks. In essence the best method had already been determined, so it made little sense to have rogue teams. Self-leadership also created interteam coordination problems.