Professional Documents
Culture Documents
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Motivating employees means to find out enough about the needs and wants of
employees, giving them what they need and providing praise for a job well done.
Being far from home is lonely for a young soldier. A good leader knows this and
will communicate with his unit to learn more about their needs and wants. It may
be as simple as giving the soldiers a sweet treat for their efforts.
When guiding employees, it is important to define their role in the work process
and provide them with tools needed to perform and participate in their efforts
along the way. Some military maneuvers are difficult. Often, orders are to
perform tasks that involve intricate details, like explaining how to dig a tunnel
past enemy lines. A good leader will explain the tasks, provide the digging tools,
direct the work and be available to assist the soldiers if they run into a problem.
Motivates employees by finding out enough about their needs and wants,
giving them what they need and providing praise for a job well done
A leader can take on two different roles. A formal leader is an officially assigned
position given to someone based on his or her ability to perform the job. An
informal leadership takes on an unofficial role, and the role is based on his or her
charismatic influence over a group of people.
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Second, the transformational leader is also a charismatic leader, who has the
ability to arouse a sense of excitement, motivation and assurance in followers.
Keep in mind while transformational leaders are charismatic, they are not as
narcissistic as pure charismatic leaders can be.
Third, transformational leaders show a genuine concern for the needs and
feelings of their followers through something called individualized consideration.
Examples of individualized consideration include things like mentoring
employees one-on-one, delegating difficult tasks to deserving people and
maintaining a high level of communication with followers. Each follower is
treated as an individual. The transformational leader spends time recognizing
the differences in followers.
Vision is central to any transformational leader's goal for the reason that before
anyone can follow a leader they need to have an idea of where they are going and
why. The transformational leader will paint the picture of the desirable future for
followers, detailing out their individual role in the process and how they will be
affected by the change in addition to binding the greater group together to work
towards the shared goal.
What sets transformational leaders apart from many other leadership styles is
their ability to influence others to follow them through vision, framing and
impression management. Vision is central to any transformational leader's goal
for the reason that before anyone can follow a leader they need to have an idea
of where they are going and why. Framing is used by the transformational leader
to provide followers with a game plan in highly measureable terms for how they
will accomplish their tasks which aid in the achievement of some organizational
goal. Impression management refers to the steps a transformational leader will
take to really try to control how they are viewed by their followers.
This action/reaction rule of life is what guides most of our daily behaviors. We
wake up each day and shower so that we don't stink. We go to work so that we
can pay our bills. We eat food and drink fluids so that we can continue to live. We
exercise to stay healthy, spend time with our friends and family to maintain our
relationships and go to sleep at night to ensure we can do it all over again
tomorrow.
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3.2 THE TRANSACTIONAL LEADER
Much like Newton's third law of motion, transactional leadership runs under the
premise of actions and reactions. The transactional leader, a concept introduced
by Max Weber in 1947 and then reiterated by Bernard Bass in 1981, views
management as a sequence of transactions where the actions of subordinates
result in either a reward or a punishment. The reward or punishment is
contingent upon performance. The assumption is that employees are motivated
by extrinsic rewards, which are things like money, paid time off and other bonus-
type incentives.
Since the leader is higher on the chain of command than the subordinate is, the
employee is expected to follow the orders given by the leader. The transactional
leader's power to direct subordinates comes from their formal authority and
responsibility in the organization.
While this leadership approach might remind you of what it's like to live with your
parents, it is really quite logical. To begin, it clearly defines the roles and
responsibilities of both managers and their employees.
It's Monday morning, and TaKesha receives an email from her boss that informs
her of a new product that will be arriving sometime today from the manufacturer.
She also learns that the product will be offered exclusively at Supa Sporting
Goods, and the manufacturer is expecting Supa to do what it takes to get the
product off the shelves and into the hands of the customers as fast as possible.
TaKesha knows she must communicate this information to her employees and
come up with an action plan for how they will sell the new product to customers.
TaKesha has high aspirations for her employees because they learned from the
moment they were hired that what TaKesha wants TaKesha gets. Since she is
their manager and higher on the chain of command, the employees willingly do
whatever it is that TaKesha asks, as long as it does not put them in harm's way.
The employees understand their role in the organization is to follow the
directions of TaKesha due to her formal authority and responsibility in the
organization.
During the Tuesday morning meeting, TaKesha explains the new product to her
employees and provides them with a detailed action plan for how they can go
about selling the new product to Supa's customers. As a transactional leader,
TaKesha is clear on her intentions of her employees to do everything in their
power to sell the new item. To help motivate her staff, TaKesha informs them that
whoever meets their individual sales goals will receive an extra day of paid
vacation, but those who fail to meet their sales goals will be forced to cover the
shift of those who earn the extra vacation day. TaKesha tells her employees that
they are responsible for creating their own promotional activities necessary to
make the sales. Any worker who fails to design an effective sales strategy will
fail at meeting their sales goals and consequently will be held accountable for
that failure. TaKesha practices a passive management by exception and informs
her employees that she will be monitoring their performance on a weekly basis.
Any staff member who does not meet their required sales quota will be asked to
clean the store bathrooms that following week.
3.4 LESSON SUMMARY
Let's review. Much like Newton's third law of motion, transactional
leadership runs under the premise of actions and reactions. The transactional
leader views management as a sequence of transactions where the actions of
subordinates result in either a reward or punishment. Those individuals who do
conform to the requests of the transactional leader are rewarded and anyone
who does not is punished. The authority of the transactional leader is based on
the chain of command where the subordinates are expected to follow the
directions of those who hold higher-level positions in the organization.
Identify the two types of management by exception and explain how these
two concepts differ when monitoring employee accountability
4 THE SERVANT LEADER
f you've ever had a boss who has taken the blame for one of your errors, he or
she may have been a servant leader. Find out in this lesson all the other
characteristics of a servant leader.
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Greenleaf believed that before anyone can lead, they first need to be a servant.
To be a true leader, one must ensure people's highest priority needs are being
served. For Greenleaf, effective leaders do not lead by power, coercion, or control
- rather they lead through service to those whom they influence by embracing a
high level of moral responsibility.
The servant leader continually strives to help subordinates reach their personal
best by supporting, inspiring, and celebrating their development. However,
subordinates are not the only people the servant leader is concerned with; in
fact, the needs of customers, peer employees, and the community are also
considered.
The servant leader is like having all of the resources, knowledge, and authority
you need to be successful.
Just imagine for a second what it would be like to be lead by someone who:
Takes the blame when things turn out differently than expected instead of
pointing fingers at the first available person
Works to inspire you to achieve them by giving you all the resources you
need to be successful
Makes decisions for the better good instead of their own selfish
motivations.
Servant leaders make sure everyone gets a fair shake in life and is open with
their communication, decisions, ideas, and problems - no matter how challenging
that may be for them. They work hard and push others to do the same. While your
boss might have some of these characteristics, a true servant leader is all of
these things at all times. Just imagine how nice that would be to have someone
like Dr. Martin Luther King Jr., Gandhi, Mother Theresa, or Cesar Chavez as your
leader, and you can begin to see what a true servant leader is all about.
The servant leader takes the time to listen to others, takes blame for failure,
shares credit for successes, gets to know personal goals of others, works to
inspire the personal best in others, is open and translucent in their
communication, and makes decisions for the better good instead of their own
selfish motivations making sure everyone gets a fair shake in life. Famous
examples of servant leaders include: Dr. Martin Luther King Jr., Gandhi, Mother
Theresa, and Cesar Chavez.
Identify who coined the concept of servant leadership and when, and
describe how it is applied as a leadership skill
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This leadership style can be highly intentional but also terribly accidental at the
same time. Essentially, some laissez-faire leaders purposefully work to provide
their followers with freedom to manage their own tasks and deadlines, while
other laissez-faire leaders fail to provide their employees with adequate
leadership and structure, leaving them to fend for themselves.
In doing so, the laissez-faire leader is able to promote a higher level of job
satisfaction and productivity as long as the employees themselves are
knowledgeable, experienced self-starters. Monitoring employees is a critical
activity for the laissez-faire leader to identify when subordinates lack the
necessary skills, training, expertise, and motivation to effectively manage
themselves.
5.3 LEON THE LAISSEZ-FAIRE LEADER
To better understand laissez-faire leadership, let's take a look at this example.
Leon is a laissez-faire leader, and he's in charge of the daily operations at his
family's winery. As a laissez-faire leader, Leon prefers to allow his employees to
manage themselves. The laissez-faire style of leadership is most fitting for Leon
because he runs a family business, so the majority of the workers are either
family or have worked at the winery for an extended period of time. Leon knows
each of the employees are skilled and knowledgeable enough to handle their
responsibilities on their own. Leon only needs to check with his staff periodically
to make sure that they are maintaining a high level of productivity in whatever
tasks they are responsible for at the winery.
Leon is confident that the laissez-faire leadership style works well for his
family's business because he is able to provide each employee with a high level
of autonomy resulting in an increased level of job satisfaction in employees,
making his winery a place where the staff enjoy coming to their jobs each day
and are ready to do whatever it takes to help the winery be a successful
business.
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Much like how the United States is a democracy where the citizens are
encouraged to vote on decisions relating to policy and other public affairs, the
democratic leader invites their subordinates to voice their insights and opinions
relating to workplace affairs. In doing so, participative leaders believe that they
gain a higher degree of understanding by including those people who are directly
affected by the decisions being made.
In turn, subordinates are more involved and willing to work towards whatever
decisions are being made due to the vested interest they have as a result of
being a part of the decision making process. Employees tend to have a higher
level of productivity and job satisfaction because they feel valued by their
manager and that what they say or feel actually matters. The democratic leader
essentially empowers the subordinates by recognizing the valuable contributions
they can make during the decision making process. Employees become less
competitive and more cooperative with one another, creating a welcoming
organizational culture that people like to be a part of.
While there are many benefits of participative leadership, it is not without its
drawbacks. Specifically, although it can be argued that two minds are better
than one, it also takes more time to come to a decision.
Therefore, the decision making process can be extremely slow at times under
the democratic leader, but inevitability leads to good results. The question
becomes: is it worth the wait? There are certainly times where speed or
efficiency is essential, making the democratic leadership style ineffective.
Employees might also resent the participative leader who only listens to their
ideas but never implements them. They want to be able to express their ideas
and see them put into action, otherwise it can lead to low motivation, skepticism
and feelings of betrayal. Even worse, the employees might not have the
knowledge, skills or expertise to provide high quality input during decision
making. The participative leadership style is best when implemented in the team
environment where productivity and efficiency take the back seat to quality.
As a participative leader, Pablo does not make decisions alone. Instead, Pablo
calls a meeting with all of his staff so that they can begin to brainstorm some
ideas. Pablo spends time encouraging his employees to be creative, innovative
and engaged in the project. To be sure that everyone feels valued, he asks each
team member to share an idea. And once everyone has been heard, they have a
vote to determine which idea should be selected. This way, Pablo knows that
each team member feels valued and a part of the decision making process, even
if their initial idea is not selected. Once an idea is selected, Pablo asks his team
to choose which area they would like to be responsible for and fills in the gaps
afterwards to ensure that all of the work related to the project is completed on
time. Being a participative leader works for Pablo and his team by encouraging
the right amount of team member involvement to be successful and promote a
high level of job satisfaction.
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Their decisions should not be questioned by followers; rather, they expect them
to take them as the golden rule. Authoritarian leaders are meticulous planners
and expect that their subordinates will trust that they have come to the best
possible decision on their own without needing insight from others. Famous
autocratic leaders include Martha Stewart, Saddam Hussein, Joseph Stalin, and
Howell Raines.
Additionally, there are projects that mandate strong leadership that is focused
on excellence. Just think back to the last time you worked on a project with your
coworkers that was unorganized and lacked effective leadership; such
circumstances can be extremely frustrating to have to deal with and often result
in the demise of those working on the project. In this type of situation, the
autocratic leader can quickly turn what appears to be a hopeless situation into
one that has structure, guidance and expectations. Likewise, there are certain
decisions that carry a heavy burden, making the authoritarian leader a
welcomed one, allowing subordinates to defer such difficulties to their manager.
Finally, the autocratic leader is especially beneficial during times of crisis,
emergency, or high stress; while everyone else is running around confused from
the chaos, the autocratic leader is calm and busy making necessary decisions to
help get the organization where it needs to go.
A simple fact of life is that we all want to be liked enough to be picked quickly,
and we cringe at the possibility of being the last one chosen. This really applies
to many facets of our lives; as humans we naturally desire to be liked, admired,
and appreciated by others. Some people are better at attracting others, and no,
I'm not talking sexually. Rather, some have what can be considered a magnetic
persona about them that really draws people to them out of pure admiration.
Perhaps you know someone like that. In your personal life it might be the person
you always want to invite out with you or who you trust with your deepest
secrets; in business, it's the person who's able to solicit favors, motivate others,
and close even the most challenging of deals.
There is something special about these people, and it's called charisma.
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8.2 THE CHARISMATIC LEADER
Think about some of your heroes and why you admire them and want to be just
like them. Subordinates are willing to follow the charismatic leader because of
the way that they are treated by the leader, not because of their formal title or
position in the organization. The charismatic leader will spend time getting to
know each of his or her subordinates, making them feel valued and, at times, one
of the most important employees they have.
Charismatic leaders are able to create a vision of the desired future and
convince followers that they are the ones who will be able to take them to that
future state. The charismatic leader shows each of the followers their optimistic
role in this desired future, making them more than willing to support the leader's
efforts. Followers trust the charismatic leader and quickly succumb to his or her
wishes.
Think Adolf Hitler: he was an extremely charismatic leader but had very bad
motives. Nevertheless, he was able to create a massive army who carried out his
evil plan.
Accountability is diminished
People associate success with the leader, making them highly dependent
on him or her
They are dominant, self-confident individuals who hold strong conviction for their
beliefs. The charismatic leader's influence is the result of his or her referent
power. Subordinates are willing to follow the charismatic leader because of the
way they are treated by the leader, not because of their formal title or position in
the organization. Charismatic leaders are also able to create a vision of the
desired future and convince followers that they are the ones who will take them
to that future state.
Accountability is diminished
People associate success with the leader, making them highly dependent
on him or her
However, charismatic leaders who exhibit appropriate values and use their
charisma for the betterment of the organization serve as good role models for
others.
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Sanjay is a head nurse at a small hospital. As a nurse, Sanjay faces high pressure
situations that require him to assess the surrounding circumstances on an
individual basis. For example, when faced with a situation where a patient is
receiving routine treatment, Sanjay can allow his subordinates to participate in
the decision making and even allow them to make decisions on their own.
Because the situation is typical and Sanjay's employees are well trained to
handle it, he can be far more laissez-faire, or give the least possible guidance to
subordinates. However, in a code blue scenario where a patient might be on the
verge of dying, Sanjay must maintain a higher degree of control over the
situation and decision making.
The situation is high risk, and while Sanjay's subordinates may have the
necessary skills to handle the situation on their own, he does not allow room for
error. Sanjay knows that he must offer direction based on what he feels is best
for the patient. There is no time to discuss, collaborate or vote on decisions.
Sanjay must quickly assess the situation for what needs to be done and who the
best people are to do it.
The situational leader will assess the leadership situation and the capacity of
both the leader and his or her followers before choosing the appropriate
management style for decision making. A nurse provides a good example of
someone who needs to use situational leadership on a daily basis. The question I
leave you with is how would you handle a leadership role under pressure? Would
you maintain your traditional style, or would you accommodate the limitations
that surround the situation, yourself and your subordinates?
Truth is, there are a lot of things that we expect people to do 'by the book,' and
for some of us, that means leading others 'by the book.'
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If for some reason the bureaucratic leader runs into a situation where there are
no formal rules, policies or procedures to consult, he or she will seek the advice
from his or her manager. The last thing the bureaucratic leader wants to do is
make a decision without knowing that it is the right one for the organization.
Consequently, decisions are typically slow paced and they ensure adherence to
the principles of the organization by practicing routine methods for problem
solving, as there is no room to explore new ways to solve problems.
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Middle-of-the-road leader
Team leader
The country club leader has the most concern for people. This leader assumes
that if employees are happy, they will work hard. This leader's high interest in the
needs and feelings of employees affects productivity. With much of the focus on
employee comfort, this leader finds it difficult to punish an employee. As a result,
the relationship between employee and leader is very casual, like that of friends.
The country club leadership style is plotted at the top-left corner of the grid and
shows the most concern for people but the least concern for production.
The impoverished leader has the least concern for people and for production.
This leader has no system of getting work done, nor is the work environment
satisfying or motivating for employees. This leader's low interest in the work and
the work environment results in disorganized work, dissatisfied employees and a
lack of harmony.
The impoverished leadership style is plotted at the bottom-left corner of the grid
and shows the least concern for production and for people.
11.3.3 Middle-of-the-Road Leader
Brandy is the bar manager at Chip's Cocktail Lounge. Brandy directs the bar staff
to do their jobs and pays them weekly for their services. She does not push them
to upsell drinks or to clean when they are not busy. She does not offer additional
training or opportunities to attend bartending contests or events. Guests get
their drinks on time alright, but no small talk is exchanged. As a result, her
employees are neither satisfied nor dissatisfied with their jobs, and their
performance is average. Brandy is a middle-of-the-road leader.
The middle-of-the-road leader has a balanced concern for both production and
people. This leader settles for average performance from employees. This
leader's balanced interest results in mediocre production and employee
satisfaction.
The middle-of-the-road leadership style is plotted in the center of the grid and
shows balanced concern for production and people.
The team leader stresses high production and employee satisfaction equally.
This leader stresses high production by employees and believes employees who
are satisfied will be committed to high production. High trust levels on the part
of both the leader and the employee lead to high employee satisfaction and
production.
The team leadership style is plotted at the top-right corner of the grid and
stresses high production from employees.
The country club leadership style is plotted at the top-left corner of the grid and
shows the most concern for people but the least concern for production. This
leadership style assumes that if people are happy in their job, they will naturally
work harder. This leadership style is not very effective for production.
The impoverished leadership style is plotted at the bottom-left corner of the grid
and shows the least concern for production or for people. As a result, production
is low and employees feel no satisfaction in their work.
The middle-of-the-road leadership style is plotted in the center of the grid and
shows balanced concern for production and people. Employees are neither
satisfied nor dissatisfied with their jobs, and their performance is average.
The team leadership style is plotted at the top-right corner of the grid and
stresses high production from employees, with an emphasis on employee
satisfaction.
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For example, now that Kelly has successfully penetrated her market, she wants
to take her sales to the next level by branching into a new market. However, Kelly
has never worked in this market before and understands that it is vastly different
from her usual one. Fortunately for Kelly, this was Jack's market before he was
promoted to a manager, and he has some insider knowledge about how to be a
successful sales person in that market. Because of Jack's expert power, Kelly
will listen to all of the suggestions that Jack offers her, even those that
contradict Kelly's typical sales strategies.
Define power for a manager and understand the concept of personal power
List the two main bases of personal power, and describe how each base of
power is expressed
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13.2 POSITIONAL POWER
The most commonly recognized form of power that a manager has is positional
power. Positional power is a result of a manager's position within the
organization. The three main bases of positional power include legitimate power,
reward power and coercive power.
Legitimate power stems from the manager's position in the organization and the
authority that lies in that position. Subordinates acknowledge the legitimate
power that comes from being in a leadership position in an organization. A
manager's employees believe that the manager has the authority to direct their
actions, and they willingly comply with those requests. For example, when Kelly
asks her manager Jack to approve her personal time off, Kelly knows that Jack
has legitimate power to either approve or deny that request. Regardless of Jack's
decision, Kelly must comply.
Reward power is the extent to which a manager can use rewards to influence
others. Managers have power to reward subordinates for their actions when
those behaviors meet or exceed performance expectations. Examples of such
rewards include pay increases or bonuses, promotions, more responsibility and
autonomy, as well as recognition and praise. For example, when Kelly exceeds
her sales quota for the first quarter of the organization's fiscal year, her manager
Jack rewards her with a bonus check for $500 and sends out an e-mail to her
coworkers acknowledging the good job Kelly has done.
Legitimate power and reward power are thought to be a positive use of power by
subordinates, making them more likely to result in a positive response and
greater compliance. Coercive power, however, can lead to a high degree of
resistance and deliberate disobedience in subordinates who resent the use of
coercive power by managers to influence their behavior.
13.3 LESSON SUMMARY
Let's review. Managers require power to make things happen in their
organizations. Power can be defined as a manager's ability to influence others. A
manager obtains his or her power from both the organization (positional power)
and from him or herself (personal power). The key to successful management lies
in using a combination of positional power and personal power. This lesson
focused on the first type of power, known as positional power.
15 Fiedler's Theory
Have you ever wondered why some managers really get to know their employees
and others focus only on getting the job done? Fiedler's contingency theory will
help to explain why managers can behave so differently. Fiedler's contingency
theory contends that there is no one single leadership style that works for all
employees. He recognized that there are situational-contingent factors that
affect a leader's ability to lead. The effectiveness of workers depends on how
good a match exists between the leadership style of the leader and the demands
of the situation. There are two factors that result from this: leadership style and
situation favorableness (or situational control).
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17 Leadership Style
Leadership style is determined by rating a leader's least preferred co-worker on
the least preferred co-worker (LPC) scale. A leader is asked to rate someone he
or she least liked working with (presently or in the past) on a scale of 1-8 in the
following areas:
Unfriendly/friendly
Uncooperative/cooperative
Hostile/supportive
Guarded/open
The leader tallies up the score. This test is not about how horrible the least
preferred co-worker was to work with. It is about the leader's behavior towards
the co-worker. The leader who scores high is most likely relationship oriented.
These high LPC leaders like to build relationships with employees. They are more
likely to avoid conflict. They also are better equipped to make complex decisions.
The lower-scoring LPC leader is task oriented. This leader is more interested in
assigning duties and getting the work done. This leader does not care much
about building relationships. A high LPC leader is capable of leading a team in a
favorable situation, while a low LPC leader can lead a team in both favorable and
unfavorable situations because the low LPC leader focuses on tasks rather than
on relationships.
The essential element of this theory is that there are different leadership styles
for different situations. The style of leadership is contingent upon the particular
situation. So, if the situation is fast decision making, the high LPC leader fares
well. If the situation is high production, the low LPC leader is better equipped to
handle that because that leader does not care much about whether the
employees like what he or she is doing. Once a leader determines his or her
leadership style, the situational control needed for a particular situation must be
determined.
If employees and the leader have trust, respect, and have confidence in each
other, there are clear and structured tasks, and the leader possesses formal
authority in his position, the situation is considered favorable. Let's look at a few
examples of how each dimension works.
Professor Smart holds several degrees from universities all over the world. He is
the lead professor in the physics department. He has a great reputation for
helping students with tutoring and homework. His students love his class
because he provides a typed agenda for the day, assignment schedule, and
hands-on direction to complete classroom activities. Professor Smart has a high
LPC and is relationship oriented. His classroom environment is situation
favorable.
19 Lesson Summary
In summary, Fiedler's contingency theory argues that there is no one leadership
style. There are situation-contingent factors that determine for a particular
situation. These factors are leadership style and situational favorableness.
Leadership style is determined by rating a leader's least preferred co-worker on
the least preferred co-worker (LPC) scale. A leader is asked to rate someone he
or she least liked working with (presently or in the past) on a scale of 1-8 in the
following areas:
Unfriendly/friendly
Uncooperative/cooperative
Hostile/supportive
Guarded/open
When all three dimensions are high, a leader will be more effective. However,
leaders who ranked a low LPC are effective in both favorable and unfavorable
situations. Leaders who ranked a high LPC are generally effective only in
favorable situations.
20 Learning Outcomes
After watching this lesson, you should be able to:
As we learn about the readiness factors, let's look at how situational leadership
works in the sales department of Conglom Financial Services, Inc. Conglom
Financial is a large investment firm. The sales team is made up of many
employees with varying abilities and confidence levels. Some employees have a
lot of experience selling investment products like stocks and insurance policies.
Others are enthusiastic about selling but lack experience doing the job. And
there are some employees in between.
Mr. Cash, sales director at Conglom Financial, looks at two factors to determine
the maturity level of his followers (or employees): follower ability and follower
confidence.
Follower ability is the degree to which a follower has the skills and ability to
perform a task. A follower who possesses experience at a particular skill will
need less instruction than one who has little experience. Interns with little
experience in the financial world would need far more instruction than a
seasoned salesperson. When an employee does not possess the skills to perform
a task, he will need plenty of direction.
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Delegating is necessary when the follower is ready, willing and able to perform a
particular task. This follower has a high level of confidence in his or her ability to
perform. Decisions are turned over to this follower. There is little need to build a
relationship because the follower shows a high level of maturity and can perform
with little to no direct supervision or instruction. This is defined on the matrix as
low-task, low-relationship style.
At Conglom Financial, Mr. Cash uses a delegating style for his most senior
salespeople. These employees have been with the company for many years. They
worked on major sales projects and wrote many insurance policies over the
years. They are given client names and phone numbers and left to do their job
without any further direction or supervision.
When working with newer salespeople, Mr. Cash uses a participating style. These
workers have been trained but only worked with clients while working with a
more senior salesperson. These newer salespeople are able to open accounts
and sell securities but are concerned that they may do something wrong. Mr.
Cash participates in the sales pitch and offers advice along the way. This
approach eases their jitters, and they are able to sell their services.
Selling is necessary when the follower does not possess the skill or ability to
perform but is confident and willing to learn. The leader must explain the task
and any decisions regarding how to perform the task to this follower. Although
the follower demonstrates medium maturity, there is a need to focus on tasks
and build a relationship with the follower. The leader must persuade this follower
to take direction. A persuasive leader can sell the decisions to the follower.
Training and follow-up are necessary. This is defined on the matrix as high-task,
high-relationship style.
There are a few interns at Conglom Financial who do not have the experience or
training to sell financial services, but they are eager to learn and sell. Mr. Cash
likes to give these employees a chance to learn the business by working directly
with them. He meets with these eager employees to discuss strategies, offer
advice and give direction. He convinces them that they can do it through kind
words of encouragement.
Telling is necessary when the follower does not possess either the ability or the
confidence to perform a particular task. Because of this follower's low maturity,
the leader must provide explicit direction and close supervision at all times.
Sometimes Mr. Cash takes on high school students as interns, and they are just
not as eager and need more than persuading. They also lack work experience.
They arrive at Conglom with no experience and no confidence. This is a bit
trickier for Cash because he has to direct their every move. So, he tells them
exactly what to do and monitors their progress at every step.
There are two factors used to determine the maturity level of followers. Follower
ability is the degree to which a follower possesses the skills and ability to
perform a particular task, and follower confidence is the degree to which a
follower believes in his or her ability to perform a particular task.
Leaders can use any one of four different leadership styles, depending on the
follower's maturity level.
A leader can use a delegating style with followers who possess the skills, ability
and confidence to perform the task. This is a low-task, low-relationship style.
A leader can use a participative style with followers who possess the skills and
ability but lack the confidence to perform the task. This is a low-task, high-
relationship style.
When a follower does not possess the skill or ability but has a high level of
confidence, the leader can take a more persuasive leadership approach - selling.
The leader may use convincing language to explain how to perform the task. This
is a high-task, high-relationship style.
Finally, a follower who has little skills and ability and lacks confidence would
benefit from a telling style. The leader must provide clear direction and
supervision at all times.
Let's apply Path-Goal theory to a football team. The team is made up of many
different people, including coaches, players and supporting members. Each
contributes to a different function of the team. Each team member must know
the plays, be encouraged to do their part to win games, feel the coach's
commitment and have the support of others in order to perform at their best.
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Achievement-oriented leadership
Directive leadership
Participative leadership
Supportive leadership
During a huddle, the quarterback gives players the directives (or plays) and
manages from the field. An individual player, like a wide receiver, may be
directed to be in a certain area of the field to receive the ball. He may also be
directed where to run with the ball. A group of linebackers may be directed to
tackle certain players on the opposing team. Regardless of the position, each
player must carry out the play according to the quarterback's expectations.
When the team gathers in the locker room prior to the game, the head coach,
coordinators, quarterback and players discuss the overall game strategy and
individual plays for the day. Team members provide feedback. The plays are
discussed between members of the group to determine the best possible
strategies for winning the game.
The reason why we associate the idea of a person manipulating someone else
for personal gain with Niccolo Machiavelli is conceivably due to his most famous
writing: The Prince, a nobleman's guide to the acquisition and use of power. In
this book, Machiavelli details the correlation between manipulation, control and
personal gain. Machiavelli believed that if a choice had to be made between
being loved or being feared, being feared was the better choice.
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High Machs are those who would be considered highly manipulative, not easily
persuaded, but persuade others more than low Machs, successful in reaching
their goals and tend to win more. People with a high Mach personality tend to be
calm, unattached, calculated and look for ways to exploit loose structures or
vulnerability in people. High Machs flourish in face-to-face settings where there
are limited rules and structure and when emotions hold little value in goal
achievement. Therefore, high Machs are best matched in professions that reward
their 'do whatever it takes' attitude such as sales or jobs that offer commission
for results.
Low Machs are on the opposite side of the Mach spectrum and are characterized
as being highly submissive. Those individuals with a low Mach orientation are
willing to accept direction imposed on them and thrive in highly structured
situations. Low Machs are less motivated by things such as power, status, money
and competition than high Machs are. Winning is not everything for low Machs;
they operate with a much higher set of ethical standards than their high Mach
counterparts.
Maria is a sales representative at Portable Pet Pods. In this past quarter, Maria
has surpassed her sales quota and in many cases outsold her coworkers by 50%.
As with most sales people, what makes Maria successful is how persuasive and
convincing she can be when selling products for Portable Pet Pods. As a high
Mach, Maria approaches each sale with logic, precision and assertiveness so
that she can increase her chances of selling a product to her customers. She
uses manipulation to convince her customers to buy her product line and has
even been known to stretch the truth to make a sale. Maria has been referred to
as a 'cut-throat' salesperson because she is willing to do whatever it takes to
make a sale.
She has even been accused of stealing sales leads from her coworkers. Maria
makes no apologies for her aggressive tactics she uses to earn her spot as the
top-selling representative in the company. The fact that Maria is able to
communicate with her customers in a face-to-face setting only further helps
Maria in using her Machiavellian style. She comes off as confident and relaxed to
her customers who interpret that as her reassurance in the products she is
selling.
Martin is also a sales representative at Portable Pet Pods, but unlike Maria,
Martin is a low Mach. As a low Mach, Martin is guided by ethical considerations
and does not believe that it is necessary to lie or cheat to make sales. Instead,
Martin focuses on the features that each product offers and works to find ways
to match customer needs with particular products. After all, this is the way he
was trained to make sales and as a low Mach, Martin believes in accepting the
direction that was imposed on him. Even when a lead is dropped by one of his
coworkers, Martin makes an effort to pass that customer back to the initial
representative who contacted the customer because he believes it is the right
thing to do and hopes that the favor will be returned someday. Even without all
the aggressive sales tactics that his coworker Maria uses, Martin is still able to
be an effective sales representative.
Low Machs are on the opposite side of the Mach spectrum and are characterized
as being highly submissive. Those individuals with a low Mach orientation are
willing to accept direction imposed on them and thrive in highly structured
situations. Low Machs are less motivated by things such as power, status, money
and competition than high Machs are. Winning is not everything for low Machs;
they operate with a much higher set of ethical standards than their high Mach
counterpart.
Now, there are also people that we do not trust as much or have as good of a
relationship with. Those individuals are people that work for a manager but with
whom the manager does not feel a connection with or have a sense of
confidence in that they will get the work done the right way.
What we are talking about here is the basis of leader-member exchange theory,
which is a theory that explains how managers develop relationships with team
members. Those relationships can be good relationships or bad ones, so let us
look at what makes up leader-member exchange theory.
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Role taking: This is the first step, if you will. In this step, the manager and
the employee meet, and the manager starts to assess the abilities of the
employee.
Role making: In this step, team members begin working on projects, and
the manager begins to see how devoted they are to the work that needs to
be done. Managers expect employees to work hard, be loyal and also be
trustworthy. Thus, during this stage, managers, whether they know it or
not, begin to separate employees into two different groups.
The first group is called the in-group. Very simply, this is the group the manager
trusts. They start to get more challenging roles, and there is more give and take
as it relates to communication. The manager, we could say, trusts the members
in this group and begins to bond with them.
Then, we have the out-group, or the group the manager does not really trust.
Since the manager does not trust the members in this group as much, their work
is less challenging and less critical, and the communication is more directive
than give and take. The manager tells these employees what he or she wants
done, whereas with the in-group, there is more discussion relating to tasks.
And this all leads to routinization. Once all the role taking and role making is
done and in- and out-groups are formed, the teams fall into a routine. They have
established norms they follow and begin to work together more cohesively as
they are now used to not only working together but how the manager wants to
work with them (depending on if they are in the in-group or out-group).
There is an old saying that the whole is the sum of the parts. If that is the case
and each department in a company has the leader-member exchange theory
present, then all those departments roll up to shape the entire company and how
the company runs. That directly impacts organizational behavior. In its most
basic form, the manager is selecting members for in-groups and out-groups, and
those decisions affect how the individual department will run. Each department
doing this then impacts how the company will run and thus affects organizational
behavior.
When you joined the company, you went through the role-taking portion of this
theory, then proceeded to the role-making portion based on your work and how
your manager viewed you. Finally, you fell into a routine with your manager that
shapes your relationship with him or her. If you pay attention to the phases of
this theory and take the time to realize where you are as it relates to the phases,
you could potentially move up the ladder at your organization or fix what you
might perceive as a bad relationship with your boss.
Identify the role that this theory plays in the workplace and recognize its
importance
Trait theory of leadership believes that leaders have certain traits that make
them a good leader. On the other hand, the behavioral theory of
leadership believes that leaders behave in one of several different ways.
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Therefore, as you can see, if you have these traits in you and you develop them
as you mature, you can potentially mature into a good leader (based on the trait
theory of leadership). If they are already in you and they have matured, then you
can use them as you lead your team.
Many of these traits are facets of an individual that we look for when we define a
leader. It is open to interpretation, but many of us want a leader that is a good
communicator or one that makes good decisions. Hence, the trait theory of
leadership believes there are specific traits that a leader must have to be a
leader.
Having these traits does not mean you are or will be an effective leader - just
that the trait theory of leadership believes you have to have these traits in order
to even be a leader.
25.3 BEHAVIORAL THEORY
It is easy to be confused when we talk about behavioral theory of leadership, as
some people may think it is how a leader behaves. To some extent, that's true,
but there are specific areas or categories of behavior that are focused on when
discussing the behavioral theory of leadership. Those areas are:
It's important to note that it is possible for the same leader to exhibit all these
types of behavior traits, depending on the situation. While some leaders fall
exclusively into one of the three categories, many leaders drift between them
depending on the situation.
There have been leaders that were great communicators and, at the same time,
autocratic. Similarly, there have been leaders that were laissez-faire, but when
the situation called for it, they could be democratic or even autocratic. The
bottom line is leadership is defined by what a leader accomplishes but also how
the leader obtains those accomplishments by the traits and behaviors they
exhibit.
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The benefits of innovation are not limited to new product development. The
models of innovation are just about as numerous as the objectives they are
intended to serve. Innovation can improve almost every aspect of a product or
service life-cycle, from business model innovation to pricing strategies,
marketing, and service delivery. Think of how discount airlines, such as
Southwest, transformed the airline industry with innovative pricing. Amazon.com
transformed e-commerce with its innovative distribution channels, making a
huge array of products available nationwide virtually overnight.
It's a phenomenon that happens all around us, every day, in virtually every
industry. Creative destruction is driven by innovation and led by entrepreneurs
and entrepreneurial thinkers. Some innovation scholars believe that the
entrepreneur as the innovator is the essence of capitalism. Specifically, the
innovator shows that a better product, process, or mode of organization can be
efficient and profitable, and that elevates the entire economy. Better products
drive consumer demand, which, in turn, creates new jobs and new industries that
grow the overall economy.
The market dynamics of the modern economy, driven in part by rapidly emerging
technology, are changing so quickly that any organization that fails to keep pace
will quickly be made obsolete. In this environment, business leaders constantly
need to question perceptions and assumptions.
Sometimes the old rules don't apply to emerging problems in the face of rapid
innovation, and new rules may not exist yet. Such swift change sometimes
leaves organizations and their managers in the position of continually doing
things they have little experience with or have never done before at all. The
ability to quickly adapt to change may dictate survival or failure in the economy
of innovation. Managing organizational change, including innovation, is now one
of the most critical managerial competencies in any organization.
Based on this, Samir sounds a lot like an entrepreneur. But he's not sure that he
wants to start his own business. Does that mean he's out of luck? Will he always
be working at a boring, dead-end job, where he's not able to innovate?
Well, maybe not. To help Samir find his perfect job, let's look at institutional
entrepreneurship, and what it has to do with intrapreneurship.
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There are several things that institutional entrepreneurs have in common. For
one thing, they think and act strategically. Let's say that Samir wants to
fundamentally change the institution in which he works. He won't want to just go
to the CEO and say, 'Let's get rid of this company and start a new one that's
better.' That probably won't work. But he can make some strategic moves, such
as pointing out legal violations or things that aren't working at the company, and
suggesting incremental improvements.
Finally, institutional entrepreneurs think outside of the box - and outside the
institution. Most people think of organizations as being organizations, and that's
it. But institutional entrepreneurs can see beyond the existing company to what
a new institution might look like.
Intrapreneurs are people who innovate and create within a company that
employs them. Essentially, they act a lot like entrepreneurs, but they still draw a
paycheck. There are definitely some other differences between intrapreneurs
and entrepreneurs, but for this lesson, let's just focus on the fact that an
intrapreneur works for a company, while an entrepreneur works for him- or
herself.
Let's look at an example. Let's say that Samir believes that his company is okay
as it is. He doesn't want to change the company itself, but there are some things
that could be better. For example, Samir thinks that there is a better way to
approach designing products, or a new way to reward employees for their ideas
and input. Samir might want to try to implement these changes without looking
to fundamentally change the company itself. That would make him an
intrapreneur.
On the other hand, if Samir looked at his company and believed that there was a
problem with the company itself, and that it should be merged with another
company or simply replaced with a better institution, he'd be an institutional
entrepreneur.