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![Formal &
• Organizations have two types of leaders within their ranks.
– Formal Leaders – Someone that holds a position of responsibility and power
within an organization or group.
– Informal Leaders – “without a formal position of authority within the
organization but…[influence] others through personal forms of power” (Bauer &
Erdogan, 2014).
Informal Leaders](https://image.slidesharecdn.com/leadership-160127032021/85/Leadership-5-320.jpg)
Uploaded byRandy Ashby
Leadership
This document provides an overview of leadership concepts including the differences between leaders and managers, definitions of leadership, formal and informal leaders, importance of leaders, and various leadership theories and styles. It discusses contingency theory, situational leadership theory, path-goal theory, transformational leadership, great man theory, and leader-member exchange theory. It also covers leadership traits like the big five personality traits and different leadership styles such as pacesetter, visionary, affiliative, democratic, coaching, coercive, servant, and laissez-faire. The document emphasizes that there is no single best leadership style and an effective leader adapts their style to fit the situation.
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Leadership
- 1.
- 2. Agenda • Leaders andManagers • What is Leadership • Formal and Informal Leaders • Why Leaders are Important • Leadership Types • Leadership Theories – Contingency – Situational – Path-Goal – Transformational – Great Man & Leader-Member Exchange • Leadership Traits – The Big 5 • Leadership Styles – Pacesetter and Visionary – Affiliative and Democratic – Coaching and Coercive – Servant and Laissez-Faire – Situational • Final Thoughts
- 3. Leaders & • Despitemany people using these interchangeably, management and leadership are different. – Leaders – Inspire, Innovate, Trusts, Long-term, People, Informal, Develop, Vision Chosen – Managers – Directs, Executes, Controls, Immediate, Task, Formal, Evaluate, Plan, Assigned Managers
- 4. What is Leadership • “Theact of inspiring subordinates to perform and engage in achieving a goal and involves – establishing a clear vision – sharing that vision with others – providing the information, knowledge, and methods to realize that vision – coordinating and balancing the conflicting interests of all members and stakeholders” (Leadership, 2015) • “Leadership: The art of getting someone else to do something you want done because he wants to do it” ~President Dwight D. Eisenhower
- 5. Formal & • Organizationshave two types of leaders within their ranks. – Formal Leaders – Someone that holds a position of responsibility and power within an organization or group. – Informal Leaders – “without a formal position of authority within the organization but…[influence] others through personal forms of power” (Bauer & Erdogan, 2014). Informal Leaders
- 6. Why Leaders Are Important •“Talent is important. But the single most important ingredient after you get the talent is internal leadership. It's not the coaches as much as one single person or people on the team who set higher standards than that team would normally set for itself.” ~Mike Krzyzewski, “Coach K”, Duke Men’s Basketball Coach/USMA ‘69.
- 7. Leadership Types • Leadership hasdifferent types of leaders. There are many different leadership styles out there but, in general, they are broken down into five divisions. – Bureaucratic – Charismatic – Task Oriented – People Oriented – Transformational
- 8. Bureaucratic • Bureaucratic -”Bureaucratic leaders rely on rules and regulations and clearly defined positions within organizations” (Spahr, 2014). Focus is on hierarchy, rules, and specialty skills. • Charismatic - “Charismatic leaders are essentially very skilled communicators – individuals who are both verbally eloquent, but also able to communicate to followers on a deep, emotional level. They are able to articulate a compelling or captivating vision, and are able to arouse strong emotions in followers.” (Riggio, 2012). Charismatic
- 9. Task Oriented People Oriented •Task Oriented - ”A task-oriented leader is one who focuses on the task or series of tasks at hand, as well as all procedures necessary to achieve the task. A task- oriented leader is less concerned with the idea of catering to employees, and more concerned with finding technical, step-by-step solutions for meeting specific goals” (Anzalone, 2015). • People Oriented – “People-oriented leaders know their employees' strengths and talents and they place people in positions that take advantage of those positive characteristics. Commanders and supervisors who understand and focus on the human element in managing are most likely the true leaders within” organizations (Grinder, 2003).
- 10. Transformational • Transformational- “facilitates a redefinition of a people’s mission and vision, a renewal of their commitment and the restructuring of their systems for goal accomplishment.” (Hay, n.d.) – Key Elements • Influence – People believe in the person • Inspires – motivates people to act towards a vision and not just a goal • Individual Consideration – treats individuals individually and cares about their ideas and well-being • Intellectual Stimulation – challenges followers and influences innovation and creativity.
- 11. Leadership Theories • There aremultiple ideas and theories that have been developed about leadership throughout the years. A few are: – Fiedler’s Contingency Theory – Situational Leadership Theory – Path-Goal Theory – Transformational (Relationship) Leadership Theory – Great Man Theory – Leader-Member Exchange (Transactional/Management) Theory – Trait Theories – Behavioral Theories – Participative Theories
- 12. Contingency Theory http://www.ibbusinessandmanagement.com/?bnc=1&rsn=noOb&fromProt=&lng=#.VjjS6G6Aki A http://slideplayer.com/slide/1470525/ • Fiedler’s ContingencyTheory – Understand a situation and put the right people in the right situation in order to increase leader effectiveness. – Three main components of the situation are: Task Structure, Position Power of the leader, and the relations between leader and follower.
- 13. Situational Leadership Theory • Developedby Paul Hersey and Ken Blanchard. • Focus is on understanding followers’ abilities, competence levels, maturity, and commitment. By understanding these attributes the leader then chooses which style of leadership to use. • Four Leadership Styles Identified (Cherry, 2015). – Telling – Leader tells people what to do – Selling – Leader sells their message to earn buy in – Participating – Leader allows followers to actively develop ideas and make decisions while still giving some direction – Delegating – Members make most decisions • Blanchard later refined the theory (SLII) and came up with these styles – Directing – Leader tells people what to do and how to do it because of lack of skill or competence – Coaching – Leader is able to allow more freedom to followers as they improve on skills but still maintains control – Supporting – Leader is able to provide support of higher competence followers’ ideas and decisions – Delegating – Members are committed and competent and the leader allows them to make decisions
- 14. Path-Goal • Path GoalTheory – Developed by Robert House in 1971 and revised in 1996 after 25 years of research – Premise is that success of a task is dependent on follower characteristics, environmental factors, and leadership style of the leader. – A leader’s main job is to ensure that employees believe (Bauer & Ergogan): • Their effort will lead to high performance • Their high performance will be rewarded • The rewards they receive are important to them – Based off of four pillars of leader effectiveness (Vandegrift & Matusitz, 2011, p. 352-353) there are four styles. • Directive – Create situations to communicate what needs to be accomplished and how • Supportive – Show concern for followers and emphasize a friendly environment • Achievement Oriented – Give members high goals to achieve and remove obstacles to reaching them • Participative – Involve team in developing options and making decisions
- 15. Great Man Theory •Great Man Theory – Popularized in the 1800s it this took the view that leaders are born, not made, and that the qualities that make a leader cannot be developed and do not predict effectiveness as a leader. Some of these qualities include: – Intelligence – Intuition – Charisma – Judgment – Courage • Leader-Member Exchange Theory – Asserts that a leader has two groups, the in-group and the out-group, and that they will provide higher rewards and favor to the in-group. The in-group is identified by having similar goals, values, work ethic, or competency desired by the leader. The development of the relationship goes through three phases: – Role Taking – The leader “feels out” the new team member for their abilities – Role Making – The leader establishes the level of trust they have in the follower – Routinization – There is a pattern of interaction established that demonstrates whether the member is in the in-group or out-group. Leader-Member Exchange
- 16. Leadership Traits • There aremany elements that draw people to leaders: – Intelligence – Extraversion – Conscientiousness – Communication – Self Esteem – Integrity – Physical Appearance – Empathy (EQ) – Flexible Leadership IQ EQ Physical Integrity Self EsteemCommunication Creativity Conscientious Flexible
- 17. The “Big 5”Personality Traits • These five traits were identified in studies as parts of personalities with high, or low, scores in each area being predictors of tendencies. – Openness • High score = Open to new ideas; creative; imaginative. • Low score = prefers routine; conventional; practical – Conscientiousness • High score = Goal directed; detailed; dependable; organized. • Low score = Impulsive; careless; disorganized – Extraversion • High score = Adventurous; outgoing; assertive • Low score = Quiet; reserved; withdrawn – Agreeableness • High score = Kindness; trust; affection; considerate; • Low score = Critical; uncooperative; jaded – Neuroticism • High score = Unhappy; anxious; negative • Low score = Even tempered; secure; calm
- 18. Leadership Styles There are manydifferent leadership styles that people can ascribe to. The most prevalent are listed below: • Pacesetter • Visionary • Affiliative • Democratic (Participative) • Coaching • Coercive (Transactional) • Servant • Laissez-Faire (Delegative) • Situational
- 19. Pacesetter & • Pacesetter –Models excellence and greatness to their subordinates – Expects followers to perform up to their expectations – Do not expect anything from their followers that they would not do their self – Does not trust people that do not always perform at the highest level – Does not like people that are smarter, stronger, better, etc than they are – Those with this style tend to burn out team members and destroy team dynamics • Visionary – Focuses a group on a common goal and path – Have very clear expectations of a desired direction but lets the individuals figure out how to reach the goal – Shares knowledge and information freely – Is typically a subject matter expert (or at least thinks they are) so does not handle those smarter than them very well Visionary
- 20. Affiliative & • Affiliative –Creates a focus on building relationship among members – Uses a lot of praise to connect with followers – Wants trust and avoids conflict that will damage relationships – Prioritizes people over the job, many times at the expense of the results – Avoidance of conflict can lead to a “yes man” mentality • Democratic – Seeks out input, both positive and negative, from many different members – Desires to build commitment through participation in the process – Helps members to feel like they are part of the decision – Can be slow and unresponsive; especially in emergency situations – Sometimes will focus too much on getting input than making decisions Democratic
- 21. Coaching & • Coaching –Focuses on developing the individuals for long term, sustained productivity – Looks to connect organizational goals to personal elements – Tries to help people identify their strengths and weaknesses – Delegates to others in order to get them to build confidence – Typically builds a lot of loyalty from the followers – Can be perceived as intrusive and micromanaging – Does not handle people resistant to their help very well • Coercive(Commanding) – Wants others to do what they say, how they say it, when they want it – Works very well in crisis situations and is very decisive – Will alienate people and keep them away – Destroys creativity and flexibility which reduces options Coercive
- 22. Servant & • Servant –Puts the needs of their followers ahead of their own – Typically looks to share power and decision making ; values different opinions – Helps to develop others as well as support them in accomplishing their tasks – Because they want to help their followers they can be caught up in actually doing the tasks rather than providing assistance and support. • Laissez-Faire (Delegative) – Leaders are hands off and allows the group/team to make decisions – Provides very little guidance; members are expected to solve their own problems – Leaders simply provide the tools to get the job done – Generally considered the least productive style Laissez-Faire
- 23. Situational • Like theSituational Leadership Theory the situational leadership style takes the best approach based off of the current situation, people involved, and environment that they are operating in. • An effective situational leader needs to have high situational awareness as well as high emotional intelligence (EQ) so that they can fully read the situation. • Being able to lead with a people focused bent and with a task oriented purpose are difficult to navigate which is why true situational leaders are so hard to come by. • Many times, people that wish to focus on being situational leaders are not able to do so because they do not have the ability to “flip the switch” based off of situational or emotional cues.
- 24. Final Thoughts • Goodleadership does not guarantee success; however, a lack of leadership will definitely guarantee failure. • There is no right or wrong leadership style to use. Remember, though, the followers get a vote and will do so with their performance. • How important is leader to human beings? The earliest known writings of the Sumerian civilization were found to have a proverb stating that “the beloved true commander distributes the leadership”. Over five thousand years ago and they came up with a similar idea to what we have now.
- 25. Works Cited Leadership. (2015).In The Business Dictionary (on-line). Retrieved from http://libguides.scu.edu.au/content.php?pid=161580&sid=1594178. Bauer, T.N. & Erdogan, B. (2014). Human Relations in the Organization. Asheville, N.C.: Soomo Publishing. Krueger, D.L. (2013). Informal Leaders and Cultural Change. American Nurse Today, 8(8) online. Retrieved from http://www.americannursetoday.com/informal-leaders-and-cultural-change/. Spahr, P. (2014). What is Bureaucratic Leadership? How Rules can Guide People. Retrieved from http://online.stu.edu/bureaucratic- leadership/. Riggio, R.E. (2012). What is Charisma and Charismatic Leadership? Psychology Today online. Retrived from https://www.psychologytoday.com/blog/cutting-edge-leadership/201210/what-is-charisma-and-charismatic-leadership. Anzalone, C. (2015). Differences Between Task Oriented Leaders & Relational Oriented Leaders. Retrieved from http://smallbusiness.chron.com/differences-between-taskoriented-leaders-relationaloriented-leaders-35998.html. Grinder, D. (2003). People-Oriented Leadership. The Police Chief, 70(10). Retrieved from http://www.policechiefmagazine.org/magazine/index.cfm?fuseaction=display_arch&article_id=112&issue_id=102003. Hay, I. (n.d.). Transformational Leadership: Characteristics and Criticisms. Retrieved from http://www.leadingtoday.org/weleadinlearning/transformationalleadership.htm. Cherry, K. (2015). What is the Situational Theory of Leadership? Retrieved from http://psychology.about.com/od/leadership/fl/What-Is- the-Situational-Theory-of-Leadership.htm.
Editor's Notes
- #4 Does this look familiar? It should as we touched on this during Learning Module Four and our discussion about teams. Leaders an managers are not one in the same and even people that claim to be leaders may not be recognized as such by the people who they want to follow them. The words above are those that are typically associated with leaders and managers. What do you see as the differences? Why do they make such a difference?
- #6 Formal and informal leaders are both very important to organizations. Formal leaders are present due to the nature of their position while informal leaders are followed by others because of their charisma, ability to communicate, expertise, or any number of other factors. Krueger (2013) notes that informal leaders “influences the group, comes from the team, and is chosen by the team.” Organizations that want to truly be successful understand how to use both types of leaders to their maximum effect. One thing to remember, while your formal leaders have the responsibility and ability to hire and fire, your informal leaders have the real power and getting them to buy in to the organization’s plan can be the difference between success and failure.
- #7 Take a look at this quote from Coach K; what does this communicate about leadership? What does this say about formal and informal leaders? Why is this important to understand?
- #9 The bureaucratic style is what many large organizations have used throughout history. Government organizations, especially, follow a bureaucratic set up and tend to have leaders that follow that style. Within a bureaucratic style there is a focus on specialization and defined tasks which allow followers to become very good at one or two things. The drawback to a bureaucratic style is that it tends to stifle creativity and innovation and people are very hesitant to challenge the status quo. Think of J. Edgar Hoover and Richard Nixon. Charismatic leaders are able to “rally the troops” and inspire others to follow them. Charismatic leaders are adept at getting commitment to their ideas and sometimes it becomes an issue because the followers are connected to the leader and not the organization. If you think about your typical charismatic leaders they can include Ghandi, Ronald Reagan, FDR, Winston Churchill, and Barak Obama. Even Adolf Hitler, Jim Jones, Che Guevara and Charles Manson would fall into this style because their communication connected with people and drove them towards a vision, albeit an evil one.
- #10 These are pretty self explanatory: the task oriented style is very “rational” and is focused on the task or outcome while the people oriented style takes the position that if you take care of the followers they will take care of the task. The drawbacks are 180 from each other with task oriented leaders possibly alienating their followers as “task masters” while the people oriented leaders may sacrifice the task to make sure that their people are taken care of.
- #11 Transformational leadership has a focus on an overall vision to achieve while looking to develop the followers so that they become leaders in their own right. Transformational leadership is especially important when trying to facilitate change and growth within an organization or team. The whole idea evolved from first identifying leaders that were successful at change in organizations. Transformational leaders empower and inspire their followers and cause a shift in thinking that has ripples beyond their followers and organizations. Think Walt Disney, Steve Jobs, and George Washington.
- #17 Think about the traits of the people that you want to follow (informal leaders) and not necessarily have to follow (formal leaders); what are they? These traits are not all encompassing and each person may have stronger areas over others. For example, one leader you are drawn to may be extremely smart in one area, flexible in how they approach tasks, and are creative when coming up with decisions. On the other hand, you may be drawn to another person that knows how to communicate very well with others, has a very high opinion of their self, and is empathetic towards others. These are two different types of leaders and yet they are both leaders. When you look at the traits the big question is if leaders are born or made and the answer is …… yes. Obviously some of the traits that people identify can only come from genetics like intelligence or genetics while some would say that your propensity to being an introvert or extrovert you are also born with. If you don’t think that physical characteristics make a difference think about this; the average height of the Presidents of the United States is just under 5ft 11in and that the taller candidate during the election won over 75% of the time. In one study conducted by the US Army in the 1960s it was shown that there are just some traits that leaders have that cannot be quantified, taught, or developed in others. On the other hand, organizations spend tens of millions of dollars every year on trying to recruit and develop leaders that they feel will help them be successful. There are many programs out there that people can be part of to improve their communication and self esteem, like Toast Masters, or can help people work on their emotional intelligence.
- #18 While there is a debate on other personality traits that leaders exhibit, these are generally accepted in the fields of psychology and business. The traits that are most associated with effective leaders is high extraversion followed closely by high conscientiousness with them also having a higher propensity for openness as well. On the other hand those that are high in neuroticism are not likely to be leaders and those with very high agreeableness tend to be followers because they want to avoid any conflict.
- #19 Leadership styles are how people typically deal with their followers; how they identify situations and the climate and move forward to accomplish a task and develop their teams.