Leadership in Public Organization

Chapter 7
 Are Leaders
Born or Made?

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 Are Leaders Born or Made?

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 “Which is most important in creating a
leader:
Traits; Experiences, or Training?”

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 Leadership
Different leaders behave in different ways – style, need, situation

 There is probably no topic more

important to business success today
than leadership
leadership occurs among people
involves the use of influence
is used to attain goals
dynamic and involves the use of
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power
 Sources of Power

 Legitimate Power: power coming from a formal

management position.
 Reward Power: stems from the authority to bestow
rewards on other people.
 Coercive Power: the authority to punish or
recommend punishment.
 Expert Power: leader’s special knowledge or skill
regarding the tasks performed by followers.
 Referent Power: personality characteristics that
command subordinates’ identification, respect, and
admiration so they wish to emulate the leader
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 Factors in Leadership

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 Theories of Leadership

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 Full Range of Leadership Model

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 Transactional Leadership
 Leaders who guide or motivate their followers in the
direction of established goals by clarifying role and
task requirements.

 Characteristics of Transactional Leaders

– Contingent reward
– Management by exception (active)
– Management by exception (passive)
– Laissez-Faire leader

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 Trait Theory

 Theory that consider personality,

social, physical, or intellectual traits
to differentiate leaders from non
leaders

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 Behavioural Theories of Leadership

 Initiating structure
 E.g., task orientation, work orientation, production
orientation
 Consideration
 Employee needs and concerns
– Examples
 Ohio Studies, Michigan Studies, Managerial Grid

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 The Managerial Grid

 Two-dimensional leadership
theory that measures the
leader’s concern for people and
for production

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 The Leadership Grid
Leadership Grid
High 1,9
Country Club Management Team Management
9,9

Thoughtful attention to the Work accomplishment is from

needs of people for satisfying committed people; interdependence
relationships leads to a com- through a “common stake” in
fortable, friendly organization organization purpose leads to
Concern for People

atmosphere and work tempo. relationships of trust and respect.

5,5 5,5
Middle-of-the-Road Management
Adequate organization performance is
possible through balancing the necessity
to get out work with maintaining morale of
people at a satisfactory level.
Impoverished Authority-Compliance
Management Efficiency in operations results
Exertion of minimum effort from arranging conditions of
to get required work done work in such a way that
is appropriate to sustain human elements interfere to a
organization membership. minimum degree.
Low 1,1 9,1

Low Concern for Production High

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 Contingency Approaches
Relationship between leadership style and situation

 Hersey and Blanchard Situational

Theory
 Fiedler’s Contingency Theory
 Evans and House Path Goal Theory

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 Hersey-Blanchard’s Situational
Leadership Theory
Links leader’s behavioral style with subordinates’ task readiness

Follower Characteristics
Low Readiness Level Appropriate Leader Style
Low Readiness Level Telling

Moderate Readiness Level Selling

High Readiness Level Participating

Very High Readiness Level Delegating

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 Fiedler’s Classification of
Situation Favorableness

Leaders needs to know

Whether they have a relationship- or task-oriented style
Should diagnose the situation and determine the favorableness
of the following three areas

Source: Fred E. Fiedler, “The Effects of Leadership Training and Experience: A Contingency Model Interpretation,” Administrative Science Quarterly 17 (1972), 455. Reprinted by permission
of Administrative Science Quarterly.

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HerseyandBlanchard’s
Situational LeadershipTheory

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 Path Goal Theory

Source: Based on Bernard M. Bass, “Leadership:

Good, Better, Best,” Organizational Dynamics 13
(Winter 1985), 26-40.

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 Path-Goal Theory
Leader Behaviors
Classification of (4) leader behaviors

 Supportive leadership:
- Leader behavior that shows concern for subordinates
- Open, friendly, and approachable
- Creates a team climate
- Treats subordinates as equals

 Directive leadership:
- Tells subordinates exactly what they are supposed to
do
- Planning, making schedules, setting performance
goals, and behavior standards

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 Path-Goal Theory
Leaders Behaviors
Classification of (4) leader behaviors

 Participative leadership:
… Consults with his or her subordinates about decisions

 Achievement-oriented leadership:
… Sets clear and challenging goals for subordinates
… Behavior stresses high-quality performance

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 Leading Change

 Transformational Leader
 The ability to inspire
 Motivate people to do more than they would normally do
 May be obsessed by visionary ideas
 Distinguished by their special ability to bring about innovation
and change by
 Recognizing followers’ needs and concerns
 Helping them look at old problems in new ways

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 Steve Job’s Leadership Style

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 Steve Job’s Leadership
Characteritics

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 Characteristics of
Values-Based Leaders

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 Ethical Leadership

Work to positively change the attitudes and

behaviors of employees
Actions
Engage in socially constructive behaviors
• o •not
Work to positively change the attitudes and
abuseofpower
behaviors or use improper means to
employees
attain goals
• Engage in socially constructive behaviors
• Do not abuse power or use improper means
to attain goals

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 Trust: The Foundation of
Leadership

 Trust
 A positive expectation that
another will not—through
words, actions, or
decisions—act
opportunistically
 Trust is a history-dependent
process (familiarity) based
on relevant but limited
samples of experience (risk

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 Dimensions of Trust
 Integrity
– Honesty and truthfulness

 Competence
– An individual’s technical and interpersonal knowledge and skills

 Consistency
– An individual’s reliability, predictability, and good judgment in handling
situations

 Loyalty
– The willingness to protect and save face for another person

 Openness
– Reliance on the person to give you the full truth

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 Three Types of Trust

 Deterrence-based Trust
Trust based on fear of reprisal if the trust is violated

 Knowledge-based Trust
Trust based on behavioral predictability that comes from a history
of interaction

 Identification-based Trust
Trust based on a mutual understanding of one another’s intentions
and appreciation of the other’s wants and desires

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 Leadership in the public sector

 Leadership is “a person’s capacity to be effective in … setting

direction, creating alignment, and maintaining commitment in groups
of people who share common work” (Morse & Buss, 2009)

 Public sector organizations with strong leadership capacity also exhibit

increased:
◦ Adaptability
◦ Innovation
◦ Effectiveness
◦ Efficiency

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 Challenges
 Incorporating globalization into strategic
planning

 Managing population and environmental

shifts

 Stimulating economic growth with

entrepreneurs

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 Challenges

 How to deliver improved servicesin better

ways

 with tighter budgets

 in a risk averse culture

 to citizens with increasingly higher

expectations.
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 Time Magazine's 'Most Influential' People

Russian President Vladimir Putin,

35 economist
 U.S. President Barack Obama
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 Chinese leader Xi Jinping, economist
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 German Chancellor Angela Merkel, economist
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 North Korean Leader Kim Jong-un, 31 years old,
dictator
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 Famous Quote

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 References

 http://www.slideshare.net/divyarani583234/leadershi
p-ppt-15232706
 http://www.ccl.org/leadership/pdf/research/Innovatio
nEquation.pdf
 www.csulb.edu/~skukalis/Ch%2015.ppt
 http://www.slideshare.net/mohinisahoo/leadership-
styles-11043101


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  http://www.slideshare.net/shanmugapillaiyan/mp-presentation-deck-v-
final
 http://abc7news.com/archive/9335525/#gallery-1
 http://www.brainyquote.com/quotes/authors/j/john_f_kennedy.html
 http://www.ey.com/PH/en/Industries/Government---Public-
Sector/Government-and-Public-Sector_About-our-government-and-
public-sector-services
 www.kaa.jo/.../Innovation%20Skills%20in%20Public%20Sector%20
Wor...

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