Session 4 leadership styles
- 1. SESSION 4: LEADERSHIP STYLES CONTD… DR. R. KIRUBA NAGINI
- 2. Ohio State Studies –Ralph Stogdill- Remember? • Initial Structure • Consideration Michigan Studies – Rensis Likert • Job Centered Behaviour • Employee member centered University of Lowa Studies – Lewin, Lippitt and White • Autocratic • Participative or Democratic • Free-reign or Laissez Faire
- 3. Autocratic leadership style • In this style of leadership, a leader has complete command and hold over their employees/team.The team cannot put forward their views even if they are best for the team’s or organizational interests.They cannot criticize or question the leader’s way of getting things done.The leader himself gets the things done. The advantage of this style is that it leads to speedy decision-making and greater productivity under leader’s supervision. Drawbacks of this leadership style are that it leads to greater employee absenteeism and turnover.This leadership style works only when the leader is the best in performing or when the job is monotonous, unskilled and routine in nature or where the project is short-term and risky.
- 4. Democrative/P articipative leadership style • The leaders invite and encourage the team members to play an important role in decision-making process, though the ultimate decision-making power rests with the leader.The leader guides the employees on what to perform and how to perform, while the employees communicate to the leader their experience and the suggestions if any.The advantages of this leadership style are that it leads to satisfied, motivated and more skilled employees. It leads to an optimistic work environment and also encourages creativity.This leadership style has the only drawback that it is time- consuming.
- 5. The Laissez Faire Leadership Style • Here, the leader totally trusts their employees/team to perform the job themselves. He just concentrates on the intellectual/rational aspect of his work and does not focus on the management aspect of his work.The team/employees are welcomed to share their views and provide suggestions which are best for organizational interests.This leadership style works only when the employees are skilled, loyal, experienced and intellectual.
- 6. Bureaucratic leadership • Here the leaders strictly adhere to the organizational rules and policies.Also, they make sure that the employees/team also strictly follows the rules and procedures. Promotions take place on the basis of employees’ ability to adhere to organizational rules. This leadership style gradually develops over time.This leadership style is more suitable when safe work conditions and quality are required. But this leadership style discourages creativity and does not make employees self-contented.
- 7. Transformational Leaders • Coined by JamesV. Downton in 1973 • Leadership expert James Burns defined transformational leaders as those who seek to change existing thoughts, techniques and goals for better results and the greater good. Burns also described transformational leaders as those who focus on the essential needs of the followers • Work within the system • Start solving challenges by fitting experiences to a known pattern • Want to know the step-by-step approach • Minimize variation of the organization
- 8. Edwards Deming: “A bad system will beat a good person every time.” • William Edwards Deming is known as the father of statistical quality control.After earning a doctorate in mathematics and physics atYale in 1928, he spent most of his career working or consulting for the U.S. government. DuringWorldWar II, Deming taught statistical process control techniques to military production workers. • After the war ended, the U.S. Department of the Army sent Deming to Japan to study agricultural production and related problems. He convinced Japanese officials of the potential for industrial uses of statistical methods. Deming’s goal was to have Japan become a world industrial power in five years. Japan did it in four. Deming was asked to do the same thing for U.S. manufacturing firms, but his methods did not take root until the 1980s.
- 9. Peter Drucker: “If you want something new, you have to stop doing something old.” • Peter Drucker was a professor and management consultant among other things. He predicted some of the 20th-century’s biggest changes, such as the Japanese rise to a world economic power, the age where people would need to learn in order to keep their jobs or get ahead, and the importance of marketing and innovation. He coined the term “knowledge worker.” • Drucker continually called for balanced management, which called for a balance between short-term needs and long-term plans, as well as profitability and other elements of business. He was very interested in how to mesh innovation and entrepreneurship. • He felt that entrepreneurship was a vehicle of innovation. Entrepreneurship was not just high technology, but high tech was a vehicle for change, in attitude, values, and behavior.The entrepreneur systematically looked for change, responded to them and took advantage of opportunities as they present themselves.
- 10. RossPerot “Punishing honest mistakes stifles creativity. I want people moving and shaking the earth and they are going to make mistakes.” • H. Ross Perot started his career as a salesman for IBM. In the 1960s he started his own company, Electric Data Systems (EDS), one of the first businesses that built and serviced computer systems for other companies. In contrast to IBM, Perot trained his workers to do whatever needed to be done for a customer without waiting for approval.There was a strong bias toward action.In the beginning, Perot shunned strategic planning.Over the next few years, however, he hired military officers who could take orders and give orders. Perot’s slogan was “Go, do.” • If an employee took credit for someone else’s work, they were out the door.The motto of Perot’s company at one point was “We bring order to chaos.”
- 11. John D. Rockefeller “Good leadership consists of showing average people how to do the work of superior people.” • John D. Rockefeller was the founder of Standard Oil. It started as a single oil refinery and grew to a huge company. Much of the company’s growth came through acquisitions. But, Rockefeller also spent a considerable amount of time streamlining the organization as it grew. • Rockefeller built his company’s early reputation by guaranteeing the quality of Standard’s kerosene. He was known for his organizational tactics and for using disciplined strategies. One of the reasons for Rockefeller’s success was he could align his company with one simple vision, then he held everyone accountable for their part in making that vision happen.
- 12. Bill Gates Some more from: https://www.cnbc.com/2020/02/24/bill-gates- was-difficult-boss-in-early-microsoft-days-but- employees-still-liked-him.html • Transactional • Gates was notorious for sending “critical and sarcastic” emails — often referred to as “flame mail” — to his employees in the middle of the night. More than one “unlucky programmer received an email at 2:00 a.m. that began, ‘This is the stupidest piece of code ever written,’” the book recalls. Former Microsoft employees described the office as a very confrontational environment, with Gates being “demanding” and the work “intense.” • Another anecdote comes from Joel Spolsky, founder of Stack Exchange and a former program manager assigned to Microsoft’s Excel product line. In a 2006 blog post, Spolsky writes about his first in-person product spec review with Gates. In addition to several other managers, there was also a person “whose whole job during the meeting was to keep an accurate count of how many times Bill said the F word.” • “The lower the f***-count, the better,” Spolsky recalls. As the meeting progressed, the questions Gates directed at him “got harder and more detailed.”
- 13. Steve Jobs “My job is not to be easy on people. My job is to make them better”More at: https://allaboutstevejobs.com/p ersona/steve_at_work • Initially aTransactional Leader • As early as 1987, the NewYorkTimes wrote: "by the early 80's, Mr. Jobs was widely hated at Apple. Senior management had to endure his temper tantrums. He created resentment among employees by turning some into stars and insulting others, often reducing them to tears. Mr. Jobs himself would frequently cry after fights with fellow executives“ • Everybody knows Steve Jobs was a master showman and a product visionary — but few people know he was also a very harsh businessman. "For most people, he'll go down in history as the guy who made technology user-friendly. But to people in business, he'll be remembered as the guy who only did deals where he had all the leverage -- and used every bit of it. It's not enough that he wins.You have to lose. He's completely unreasonable", said one executive to Esquire.
- 14. Organic Leadership • This model is drawn from a biological analogy depicting contingent leadership scenarios that would be needed to accommodate an increasing level of uncertainty, nonroutine functional roles, and technological and information diversity in the new work environment. • Organic leader as flexible, emotionally competent, intellectually gifted, people savvy and is generally focused on delivering a high level of satisfaction to customers, employees and all stakeholders in the organization • Relationships are very important as the organic leader understands their role is to help those they lead sift through all the complexity of change in order to understand how everyone fits into the grand plan. • Organic leaders make it healthy and safe for everyone to contribute. Since change always generates some chaos, the organic leader understands living with uncertainty is a way forward through the unpredictable space of complexity.
- 15. Organic Leadership – Nature, Features, Characteristic s • The organic leader must consistently deal with the push and pull of uncertainty.They cannot fear an imaginary loss of control as most realize they don’t have much “real” control in the first place. • Communication flows freely in all directions and they do not fear intellectualism or deep expertise and knowledge.These dynamic leaders are able to focus on satisfaction, survival and simplicity as a way to the next level of success.When the organic leader is clear in his or her purpose, they are able to lead from a place of personal knowledge, wisdom and experience. • When stakeholders know what to expect and how they may contribute, they then use their abilities to support organizational goals at a high level of performance. Finally, the organic leader realizes the impact of organic thinking on the organization.
- 16. Organic Leadership – Need • Organic leaders understand how complexity and social networks bring renewal and freshness to their product line. • They also understand and appreciate what creative disruption and unpredictability offers and they have learned how to manage this condition artfully. • Being an organic leader doesn’t mean you must know how to do everything but it does mean everything done is connected to purpose as they create the future.
- 17. Contemporary leaders • https://www.youtube.com/watch?v=gcqTJlnYtb4
- 18. Contemporar y leaders • https://www.youtube.com/watch?v=iaHBuzZoYKQ
- 19. Situational Leadership – Case Approach Read each case study and determine what action you think would be most appropriate for the leader to take in the situation. Rank your answers from 1-4 with #1 being the most appropriate leadership response and #4 the least appropriate leadership response. You serve as the Project Director in your department and have been assigned responsibility to design and implement a new initiative.You have hired/recruited a ProjectTeam that is eager to begin work with you in developing and implementing the new initiative.You have scheduled a series of planning meetings with yourTeam. At these first meetings of theTeam, YOU WOULD. . . a) Make sure that you define the responsibilities of the team, present an overview of the design process you are going to use, direct the work of the team in developing the new project, and closely monitor progress in implementing the project. b) Direct the work of the team in designing and implementing the new project and encourage team members to work together by recommending ideas, making decisions on the final design, and implementing the project. c) Facilitate the work of the team by encouraging cooperation and involvement of all team members as the y design and implement the new project. d) Allow the team to design and implement the project on their own with your support and with the resources that you have given them. •
- 20. TheTeam that you coordinate as Project Director has been working well together over the past year to design and implement the organization’s plans and projects with your input and facilitation. As the new year begins a number of new projects are being introduced and several new members are being added to the team who do not have previous experience with your projects.YOU WOULD. . . a) Use several Team meetings to direct the work of the team in creating the new programs, while teaching the new members about the organization’s work and their new role.Then work to closely monitor the performance of the entire team as they introduce the new projects b) Guide the entire team in creating the new projects, incorporate the ideas and suggestions of all team members, encourage effective teamwork, and take time to introduce the new team members. c) Welcome the new members to the team, put them with other members of the team who can help them learn how to design and implement the organization’s projects, while you facilitate team development and teamwork. d)Ask if there is anything you can do to help the new members and support their excitement about being new team members. Situational Leadership – Case Approach Read each case study and determine what action you think would be most appropriate for the leader to take in the situation. Rank your answers from 1-4 with #1 being the most appropriate leadership response and #4 the least appropriate leadership response.
- 21. 3. As Project Director you have worked closely with one of your teams for several years.Their work is excellent and the team gets along well together. Recognizing their abilities, you feel they can now work more on their own.You have begun this year to redirect your energies to other projects and teams, and they have continued to work effectively.You must now ask them to accept additional tasks and responsibilities.YOUWOULD... a) Assign them the new responsibility, make sure they know what to do, and supervise them closely. b) Give them the new responsibility.Tell them that you are pleased with their past performance and that you are sure they will do well with this new responsibility. Facilitate the team s meetings. c) Make sure they know what you want them to do, but incorporate any helpful suggestions they have. d) Let them determine how to complete the new responsibility and be available to support them and provide the information and resources that will be needed. Situational Leadership – Case Approach Read each case study and determine what action you think would be most appropriate for the leader to take in the situation. Rank your answers from 1-4 with #1 being the most appropriate leadership response and #4 the least appropriate leadership response.
- 22. You have just been appointed Project Director. One of the teams that you are about to lead has worked together for several months.You have found that the team is beginning to perform effectively on the tasks assigned to them but somewhat overwhelmed by the project and the demands of working together as a team.You are unsure about how you fit into the group and what your role should be.YOU WOULD... a) Assume the leadership of the team, direct the design and implementation of its projects and tasks, and closely monitor their performance. b) b) Facilitate the planning and implementation of the team s work and develop the ability of team members to work together. c) c) Do what you can to make the team feel important and involved, and support their continued work. d) d) Attend the team meetings, but let the team continue to work as it has in the past year. Situational Leadership – Case Approach Read each case study and determine what action you think would be most appropriate for the leader to take in the situation. Rank your answers from 1-4 with #1 being the most appropriate leadership response and #4 the least appropriate leadership response.
- 26. This week’s assignment Balancing Leadership and Teamwork A Leadership Case Study - How HR Caused Toyota Crash
- 28. See you next week…