MGB 610/611: Organizational Behavior & Team Skills

Fall 2015, Week 4

Leadership: Styles & Effectiveness

Leadership: Key Questions

What is leadership and why is it
important?
What leadership styles are most
effective?
When and how can leadership
styles be matched to the
situation?

What is Leadership?
Bass (1990)
Leadership is one of the worlds
oldest preoccupations.
Stogdill (1974)
There are almost as many
definitions of leadership as there
are persons who have attempted to
define the concept.
Bass, B. M. (1990). Handbook of Leadership: Theory, research, & managerial applications. New York: Free
Press
Stogdill, R. M. (1974). Handbook of leadership: A survey of the literature. New York: Free Press.

Some Definitions
Leadership is:
the behavior of an individual.directing activities of a group toward a
shared goal

Hemphill & Coons, 1957

exercised when persons mobilize institutional, political, psychological and

other resources so as to arouse, engage, and satisfy the motives of
followers

Burns, 1978

the ability to step outside the culture.to start evolutionary change

process that are more adaptive

Schein, 1992

about articulating visions, embodying values, and creating the environment

within which things can be accomplished

Richards & Engle, 1986

the ability of an individual to influence, motivate, and enable others to

contribute toward the effectiveness and success of the organization

House et al., 1999

Leadership is
The process of
influencing others to
mobilize and facilitate
individual and collective
efforts towards the
accomplishment of
goals or objectives
(Yukl, 2005)

Management & Leadership

Management

Leadership

Copes with complexitybrings Anticipates & produces change

order & stability to
enables adaptation to new
unpredictable situations
circumstances
Plans & budgets

Sets direction & course

Organizes & staffssets

up systems to ensure that
plans are implemented
precisely & efficiently

Aligns people with visiongets

them to believe in an alternative
future

Exercises control & solves

problems

Motivates & inspires people

Strong management is
essential to ensure efficient
progress given a steady course

Strong leadership is essential to

envision & stimulate necessary
changes & longer-term survival

Source: John P. Kotter, Dec. 2001. What leaders really do. Harvard Business Review,
Reprint #R0111F.

Two Leadership Examples

General
George S. Patton
1885-1945
World War II
Legendary U.S. general
who trained and led the
Third Army, conquering
81,522 square miles of the
German-occupied territory
in Europe within a year.

Colonel
Robert Gould Shaw
1837-1863
U.S. Civil War
Union colonel who led the
54th Massachusetts, the first
regiment of black soldiers,
to a fearless charge at Fort
Wagner, S.C.

Key Scenes
The first day in charge of
their troops

Initial approaches to
establish influence

Ways to solve problems

Applying a different
style (versatility)

Leadership Continuum
Task-Oriented
Focus on activities that
facilitate task
accomplishment including
planning and scheduling,
coordinating activities,
setting performance goals,
and monitoring and
rewarding performance.

Relations-Oriented
Act in a friendly and
supportive manner, show
concern, trust and
confidence in and for team
members, and look out for
their welfare.
Go to bat for and support
team members

Leadership Styles
Task-Oriented Forms

Relations-Oriented Forms

Leaders
Modus
Operandi
The Style in a
Phrase
Underlying
Emotional
Intelligence
Competencies
When the
Style Works
Best
Overall Impact
on Climate

Emotional Intelligence
The ability to effectively manage ourselves and our relationships through
awareness, understanding, and management of emotions in ourselves and
others
Self-Awareness

Self-Management

Social Awareness

Social Skill

Emotional selfawareness: the ability

to read and understand
your emotions as well
as recognize their
impact on work
performance, and
relationships.

Self-control: the ability to keep

disruptive emotions and
impulses under control.

Empathy: skill at sensing

other peoples emotions,
understanding their
perspective, and taking
an active interest in their
concerns.

Visionary leadership: the ability to

take charge and inspire with a
compelling vision

Accurate selfassessment: a realistic

evaluation of your
strengths and
limitations
Self-confidence: a
strong and positive
sense of self-worth

Trustworthiness: a consistent
display of honesty and
integrity
Conscientiousness: the ability
to manage yourself and your
responsibilities.
Adaptability: skill at adjusting
to changing situations and
overcoming obstacles
Achievement orientation: the
drive to meet an internal
standard of excellence
Initiative: A readiness to seize
opportunities.

Organizational
awareness: the ability to
read the currents of
organizational life, build
decision networks and
navigate politics
Service orientation: the
ability to recognize and
meet customers needs

Influence: the ability to wield a

range of persuasive tactics
Developing others: the propensity
to bolster the abilities of others
through feedback and guidance
Communication: skill at listening
and at sending clear, convincing,
and well-tuned messages
Change catalyst: the ability to
deescalate disagreements and
orchestrate resolutions
Building bonds: proficiency at
cultivating and maintain a web of
relationships
Teamwork and collaboration:
competence at promoting
cooperation and building teams

D. Goleman, (March 2000). Leadership That Gets Results, Harvard Business Review, reprint R00204

Leadership Styles
Task-Oriented Forms
Coercive

Authoritative

Pacesetting

Demands
immediate
compliance

Mobilizes
people toward
a vision

Sets high
standards for
performance

Do what I
tell you.

Come with
me.

Drive to
achieve,
initiative,
self-control

Relations-Oriented Forms
Affiliative

Democratic

Coaching

Leaders
Modus
Operandi

Creates
harmony and
builds
emotional
bonds

Forges
consensus
through
participation

Develops
people for the
future

Do as I do,
now.

The Style in a
Phrase

People
come first.

What do
you think?

Try this.

Selfconfidence,
empathy,
change
catalyst

Conscientiou
sness, drive
to achieve,
initiative

Underlying
Emotional
Intelligence
Competencies

Empathy,
building
relationships,
communicati
on

Collaboratio
n, team
leadership,
communicat
ion

Developing
others,
empathy, selfawareness

In a crisis,
to kick start
turnaround,
or with
problem
employees

When
changes
require a new
vision, or
when a clear
direction is
needed

To get quick
results from a
highly
motivated
and
competent
team

When the
Style Works
Best

To heal rifts
in a team or
to motivate
people
during
stressful
situations

To build
buy-in or
consensus,
or to get
input from
valuable
employees

To help an
employee
improve
performance
or develop
long-term
strengths

Negative

Strongly
Positive

Negative

Overall Impact
on Climate

Positive

Positive

Positive

D. Goleman, (March 2000). Leadership That Gets Results, Harvard Business Review, reprint R00204

Summary
Effective leadership requires both
managing complexity and
inspiring change
Leadership produces the best
outcomes when the leadership
approach fits the situation
The most effective leaders are
adaptive and versatile

Quiz 1 (150 points)

20 Multiple Choice (4.5 pts/question)
_________ occurs when the norms for conforming in a homogenous group become so strong
and members are highly concerned about maintaining unanimity that they fail to critically evaluate
their options and consequently make a poor decision.
a. Groupthink
b. Process less
c. Relationship-based conflict
d. Team suboptimization

4 Short Answer (15 pts/question)

You have just been given an assignment to lead a team that will be working on a
complex and challenging assignment. It is critical for the team to creative and
develop innovative solutions. Therefore you identify creating a climate of constructive
conflict as critical for the success of your team. Drawing from discussions in class
and from the reading How Management Teams can Have Good Fight by
Eisenhardt, Kahwajy and Bourgeois, what specific strategies might you follow as the
team leader to effectively utilize constructive conflict in your team?

For next class (9/28)

Sims, H.P., Faraj, S., & Yun, S. 2009. When should a

leader be directive or empowering: How to develop your
own situational theory of leadership. Business Horizons,
52 (2), 149-158.