Fö 6 Ledarstilar och beteende, 22 november, 2013.pptx

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LEDARSTILAR / LEDARBETEENDE, TGTU04
Nahavandi (2012) kapitel 4-5
Jörgen Ljung, Linköping University, SWEDEN
Jörgen Ljung
Linköping University, Sweden
En ledares sätt att
utöva sitt ledarskap
Innehåll i dagens föreläsning:
Individuella särdrag hos ledare
Ledarroller och värderingar
Beteende och stilar
Emotionellt ledarskap
Makt och ledarskap (redskap)
Maktbaser och ledarskap
Källor:
November, 2013
Nahavandi (2012) kapitel 4-5
Howell & Costley (2006)
Team development stages
From Frederic Taylor to Tom Peters.
The History of Management Theory
Taylor
Scientific Mgt
1911
HumanRelations
System
open
Corporate
Culture
1930
1955
1982
Technology
Behaviour
Situation
Culture
Rationality
Differentiating
Specialisation
Hierarchy
Relations
Groupnorms
Formell Informell
Motivation
Contingentcy
approach
Systemtheory
Decisionprocesses
Stakeholder
Norms and
values
Meening
Image
Vision
Charisma
Skills - Traits
Jörgen Ljung
Vad kommer nästa paradigm att innehålla?
Thomas Gotenstam, Ericsson AB
Situational Leadership
Thomas Gotenstam, Ericsson AB
High
Relationship
Behaviour
Low
Participating
Share ideas
and facilitate
in decision
making
Selling
Explain decisions
and provide
opportunity for
clarification
Delegating
Turn over
responsibility for
decisions and
implementation
Telling
Provide specific
instructions and
closely supervise
behaviour
Low
High
Hersey & Blanchard (1988)
Task Behaviour
Subordinate’s maturity
High
Low
1
1.
2.
3.
4.
5.
6.
7.
8.
9.
I assign specific tasks to others.
I explain methods and set goals for the group.
I explain what each group member needs to accomplish.
I show consideration and acceptance of others.
I show concern for the feelings of others.
I help develop the abilities of others to contribute to the task.
I get others involved in making decisions.
I consult others to get their ideas and suggestions.
I encourage subgroups to handle certain aspects of
the group’s task.
10. I provide others with benefits and rewards.
11. I punish others for undesirable behaviour.
12. I compliment those who do a good job.
13. I display high expectations and confidence.
14. I communicate a vision for the group.
15. I attempt to inspire others by pointing out the importance
of the group’s task and their part in accomplishing it.
Core Behavior Patterns of Leaders
DIRECTIVE
Assigns
followers specific tasks,
explains methods, clarifies
expectations, sets goals,
and specifies procedures.
SUPPORTIVE
Shows
consideration, acceptance,
and concern for the needs
and feelings of followers.
REWARD & PUNISHMENT
Provides
intrinsic and extrinsic
benefits. Punishes for
unwanted follower behaviors.
BEHAVIOR
PATTERNS
OF
LEADERS
PARTICIPATIVE
Involves
followers in making
decisions by consulting
to get suggestions
and ideas.
CHARISMATIC
Displays
high expectations, confidence
& competence. Communicates
vision with ideological goals
which reflect follower needs.
Jörgen Ljung
Directive leadership behaviour
Directive Leadership
Styrande
This pattern refers to the leader’s behaviors in assigning
followers to specific tasks, explaining the methods to be
used in completing the tasks, clarifying expectations
regarding quantity and quality of follower performance,
setting goals for followers, planning and coordinating
followers’ work, and specifying rules and procedures to
be followed. This behavior pattern has also been known
as or is closely related to initiating structure,
instrumental leadership, or task-oriented leadership.
(Howell & Costley, 2001)
Guiding and
structuring
followers’ activities
Clarifying
expectations, goals,
and work methods
Defining roles and
communication
patterns
Directive
Leadership
Behaviors
Planning, scheduling,
and assigning
responsibilities
Motivating and
conveying
expertise
Monitoring and
following up on
assignments
Figur: 5-1
Jörgen Ljung
Supportive leadership behaviour
Supportive Leadership
Stödjande
This behavior pattern refers to the leader’s role in
showing concern for the comfort and well-being of
followers; demonstrating a considerate, kind, and
understanding attitude in dealing with followers;
being friendly and informative; and encouraging open
two-way communication and follower development.
Familiar terms associated with supportive leadership
are consideration, relationship-orientation, or concern
for people leadership. (Howell & Costley, 2001)
Being considerate
and
understanding
Helping followers
develop abilities
and careers
Showing trust
and
respect
Showing
concern for
follower needs
SUPPORTIVE
LEADERSHIP
BEHAVIORS
Being friendly,
informative, and
encouraging
Being sympathetic
to others’
problems
Figur: 4-1
2
Jörgen Ljung
Participative leadership behaviour
Participative Leadership
Deltagande
The leader who uses this approach involves followers in
the decision-making processes. Participative leader
behaviors may include holding one-on-one meetings
with individuals or groups of followers to gather input for
decisions; it may involve a group decision-making effort
initiated by the leader; or it may involve assigning a
particular problem to a follower to resolve. Each of
these options represents different degrees or types of
participative leader behavior. Participative leadership is
sometimes referred to as consultative, democratic, or
delegative leadership. (Howell & Costley, 2001)
Consulting
with
groups
Asking for
opinions about
alternatives
Consulting
with
individuals
Participative
Leadership
Behaviors
Joint decision
making with
followers
Obtaining
information
from followers
Delegation
Figur: 6-1
Leader Reward and
Punishment behaviour
Jörgen Ljung
Leader Reward Behavior
Belönande
With this leader behavior, when followers provide
services to the organization, the leader rewards them
with tangible and intangible benefits. The rewards may
be monetary, or they may consist of praise.
Punishments may come in the form of a reduction in
pay or a notice to the follower that work needs
improvement. Rewards and punishments may be
provided based on follower performance (contingently)
or based on the leader’s whim (noncontingently).
Rewards and punishments based on performance are
usually the most effective. (Howell & Costley, 22001)
Jörgen Ljung
Leader Punichment Beh.
Bestraffande
Unpleasant
job
assignment
Verbal
reprimand
Fines for
rule violation
Low performance
evaluation
Leader
Punishment
Behaviors
Reduced
privileges
Extra
work
Figur: 7-2
Pleasant
job
assignments
Compliments
High performance
evaluation
Recommendations
for
awards
Leader
Reward
Behaviors
Salary or wage
increase
Informing the boss
about outstanding
performance
Figur: 7-1
ASK ANY GROUP of
businesspeople the question
"What do effective leaders do?"
and you'll hear a sweep of
answers. Leaders set strategy;
they motivate; they create a
mission; they build a culture.
Then ask "What should leaders
do?" If the group is seasoned,
you'll likely hear one response:
the leader's singular job is to
get results.
Goleman (2000), Leaders that
gets results, HBR.
3
What are the six styles of leadership?
Daniel Goleman (2000)
Coercive leaders demand
immediate compliance.
Authoritative leaders mobilize
people toward a vision.
Affiliative leaders create
emotional bonds and harmony.
Democratic leaders build
consensus through participation.
Pacesetting leaders expect
excellence and self-direction.
Coaching leaders develop
people for the future.
Leadership style - theories
Leadership that gets result (Daniel Goleman, 2000)
Coersive
Do what I tell you
Negative
Authoritative Come with me
Most strongly positive
Affiliative
People come first
Positive
Democratic
What do you think
Positive
Pacesetting
Do as I do, now
Negative
Coaching
Try this
Positive
COE
AUT
AFF
DEM
PAC
COA
Flexibility
-.28
.32
.27
.28
-.07
.17
Responsibility
-.37
.21
.16
.23
-.04
.08
Standards
.02
.38
.31
.22
-.27
.39
Rewards
-.18
.54
.48
.42
-.29
.43
Clarity
-.11
.44
.37
.35
-.28
.38
Commitment
-.13
.35
.34
.26
-.20
.27
Over all inpact
-.26
.54
.46
.43
-.25
.42
COE=Coercive, AUT=Authoritative, AFF=Affiliative, DEM=Democratic, PAC=Pacesetting, COA=Coaching
Leadership behaviour:
1) Autocratic
LEADERSHIP THAT GETS RESULTS (Goleman)
Show a high concern for for production and
efficiency but low concern for employees.
Takes all decisions by him/her self.
2) Democratic
This leader has a high concern for both
production and employee morale and
satisfaction. Participation and commitment
will describe this behaviour.
3) Laissez-Faire
This leader abdicates responsibility, delays
decisions, gives no feedback, and make little
effort to help followers satisfy their needs.
4) Transformational or Charismatic
Self-confidence, the ability to articulate a
vision, a willingness to pursue the vision.
5) Transactional
A social exchange process among
leaders and followers.
6) Servant leadership
Serving employees, customers and
community has first priority.
Leadership behaviour (cont.):
A study on Leadership Behaviour
Dimensions (Gary Yukl, 1999)
1) Task-oriented behaviour
2) Relations-oriented behaviour
3) Change-oriented behaviour
4) Transformational behaviour
5) Transactional behaviour
4
Differences in Europe
in Sweden:
Teamwork and
Empowerment
Leadership style
Transactional leadership
Relationship-orientation
• “goal, information
and supervision”
behaviour.
“planning and order
behaviour
• Managers make
decisions on their own.
Delegation of
responsibility.
• Authoritarian power.
Relay on subordinates
and require their
creativity.
What is “Swedishness?”
Northern Europe
• Task-orientation
Scandinavian Management
Nordic Management Style.
Equality, co-existence and collaboration.
The Managers part:
•  Be a coach
•  Do daily work through negotiations
•  Don’t control subordinates
•  Relations are important
•  Recruit the right person and motivation
•  Human factor > Technical factors
Latin Europe
They belief in their own capacity.
Not easy impressed.
Analytic bent
Ethnic to handle confrontations
Silence tactic
A tough-soft appearance
Development from ideas into action
Preparations for the unexpected
Swedes as other see them.
Transformational leadership
Leaders tell followers their expectations needed to complete
the task.
In transformational leadership the emphasis is on people of
vision, who are creative, innovative, and capable of getting
others to share their dreams while playing down self-interest
and who are able to co-operate with others in reshaping the
strategies and tactics of the organisation.
Transformational leadership is built on top of transactional
leadership; it produces levels of effort and performance on the
part of subordinates that go beyond that associated with a
transactional approach and is something more than charisma.
To these qualities could be added the pursuit of high
standards, taking calculated risks, challenging and changing
the existing company structure, with even the potential for the
display of directive tendencies.
Transactional leadership style is based on exchanges of
benefits and contributions between the leader and followers.
Howell & Costley (2006) Understanding Behaviours for Effective Leadership.
Howell & Costley (2006) Understanding Behaviors for Effective Leadership.
5
Charisma or
idealized
influence
Inspirationally
motivating
followers
Intellectual
Stimulating
followers
Individual
Consideration
of followers
Overcome
resistance
to change
Uses symbols
and images
New ideas and
empowerment
Motivate and
encourage
Charismatic leadership behaviour
This pattern of behavior involves the leader communicating
a vision of the future that has ideological significance to
followers (often through use of powerful imagery and
metaphors), arousing follower needs which are relevant to
goal accomplishment, serving as a role model, expressing
high expectations and confidence in followers’ capabilities,
and projecting a high degree of self-confidence.
Howell & Costley (2006) Understanding Behaviors for Effective Leadership.
Transformational leadership
Conger & Kanungo, 1998, page 67
Jörgen Ljung
Charismatic Leadership.
Charisma
Karismatiskt
Makes inspirational
speeches
Advocates moral
mission and
vision
Takes risks to
achieve mission
Beginnings: Greeks, religious context, Weber.
Builds own image
in followers’ eyes
Important Leader
Behaviors of
Charismatic Leaders
Uses frame
alignment to
guide followers
Figur: 8-1
Charisma – Formalization.
Attitudes:
•  vision;
•  strong sense of responsibility;
•  persuasive speaking;
•  strong self-confidence;
•  ready to provide support;
Environmental conditions
Skills:
•  good listener;
Important for transformational leadership.
Hard to define and measure.
Role models behavior
for followers with
high expectations &
confidence
•  dominant body language; •  strong ethical beliefs;
Charismatic skills influence leadership style and effectiveness.
+ Experiences
Charismatic leader is effective in appropriate environment.
Such conditions:
•  high risk;
•  trustworthy and esteemed; •  willingness for sacrifice;
•  high unpredictability;
•  good organizer and
commander.
•  rapid changes;
•  ready to challenge the rules
•  little institutionalisation.
6
The dark side of the charisma
Key Skills, Characteristics, and Sources
of Power for Charismatic Leadership
Self-confidence &
self-assurance
Over expression of charismatic skills: stigma.
Assertive, dynamic,
outgoing & forceful
Need for power &
low authoritarianism
Lack of other leadership skills: possible catastrophe for the
followers.
Key Skills, Characteristics
& Sources of Power for
Charismatic Leadership
Communication &
rhetorical skills
Problem with succession.
Referent power
Legitimate
power
Expert power
(I. Adizes, 1987)
Jörgen Ljung
High
Co
nt
ro
lla
b
ilit
y
Flexibility
SELF LEADERSHIP
Low
Prime
time
7

Fö 6 Ledarstilar och beteende, 22 november, 2013.pptx

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