LEADERSHIP
Project Management and Leadership – 2016
25.04.2016
When the best leader's work is done the people say: “We did it ourselves.”
Lao Tzu (604BC – 531BC)
A lot of times, people don't know what they want until you show it to them
Steve Jobs (1955 – 2011)
MOTIVATION TO LEAD
The extent to which individuals choose to assume leadership responsibilities, roles and training.
If others do not grant you a leadership identity, your efforts will not succeed.
Leadership can be thrust upon you by others who grant you the leadership identity regardless of your desire to claim it.
(mod. UHL-BIEN et al. 2013, p.285-286)
LEADERSHIP
An influence process generated when acts of leading (e.g.
influencing) are combined with acts of following as individuals work together to attain mutual goals.
(mod. UHL-BIEN et al. 2013, p.282)
LEADERSHIP INFLUENCE OUTCOMES LEADING
FOLLOWING
Leadership as A SOCIAL CONSTRUCTION
Constructed and produced in interactions among people
LEADERSHIP IDENTITY CONSTRUCTION PROCESS involves individuals negotiating identities as leaders and followers.
CLAIMING – actions taken to assert the leader/follower identity.
GRANTING – actions taken to bestow the identity onto another person.
(mod. UHL-BIEN et al. 2013, p.282)
FOLLOWERSHIP
A process through which individuals choose how they will engage with leaders to co-produce leadership and its outcomes.
FOLLOWER ROLE ORIENTATION is defined as the beliefs followers hold about the way they should engage and interact with leaders to meet the needs of the work unit.
(UHL-BIEN et al. 2013, p.288-290)
CLIMATE vs. BELIEFS
(UHL-BIEN et al. 2013, p.288-290)
Proactive followers act as constructive
partners in co- producing leadership Proactive followers
act passively, but this creates dissonance
and dissatisfaction
Passive followers experience stress Passive followers act
as traditional
‘obedient followers’
PASSIVE BELIEFS
AUTHORITARIAN EMPOWERING
PROACTIVE BELIEFS
FO LL O W ER SH IP
THINKING vs. PARTICIPATION
(KELLEY 1988)
YES PEOPLE SHEEP
EFFECTIVE FOLLOWERS ALIENATED
FOLLOWERS
PASSIVE PARTICIPATION ACTIVE
HIGHLOWCRITICAL THINKING
FO LL O W ER SH IP
RELATIONS vs. PERFORMANCE
(ROSENBACH et al. 2012)
CONTRIBUTOR SUBORDINATE
PARTNER POLITICIAN
HIGHLOWRELATIONSHIP INITIATIVE
HIGH LOW PERFORMANCE INITIATIVE
FO LL O W ER SH IP
FORMS OF LEADERSHIP
FORMAL LEADERSHIP is exerted by persons appointed or elected to positions of formal authority in organizations.
INFORMAL LEADERSHIP – by persons who become influential due to special skills or their ability to meet the needs of others.
UPWARD LEADERSHIP occurs when leaders at lower levels influence those at higher levels to create change.
(mod. UHL-BIEN et al. 2013, p.282)
FORMS OF COLLECTIVE LEADERSHIP
DISTRIBUTED LEADERSHIP sees leadership as a group phenomenon that is distributed among individuals (emergent, not clearly bounded, draws from a variety of expertise).
CO-LEADERSHIP occurs when leadership is divided so that no one person has unilateral power to lead.
SHARED LEADERSHIP is a dynamic, interactive influence process among team members working to achieve goals (vertical + distributed).
(UHL-BIEN et al. 2013, p. 294-296)
ALL LEADERSHIP THEORIES CONVERGE ON
INFLUENCE
EFFECTIVE RELATIONS
DECISION MAKING
ALL CULTURES CONVERGE ON
DECISIVENESS and FORESIGHT (+)
IRRITABILITY and RUTHLESSNESS (-)HIGHLIGHTS:
1. LEADERSHIP NEEDS FOLLOWERSHIP TO EXIST 2. LEADERSHIP CAN BE UPWARD
3. LEADERSHIP CAN BE COLLECTIVE
4. EVERYONE LIKES DECISIVE LEADERS WITH FORESIGHT
IMPRESSION MANAGEMENT
a conscious or subconscious process in which people attempt to influence the perceptions of other people about a person, object or event. They do so by regulating and controlling information in social interaction.
https://en.wikipedia.org/wiki/Impression_management
The Tourist (2010)
Communication through sending and receiving wordless cues.
Body language (kinesics) Distance (proxemics)
Physical environments/appearance Voice (paralanguage)
Touch (haptics)
Chronemics (the use of time)
Oculesics (eye contact, frequency of glances, blink rate, VDR, etc.)
NONVERBAL COMMUNICATION
N ON VE RB AL C O M M UN IC AT ION
Set the stage – play a role
Take your time in responding
Express anger to create a high-status image
Use humor only when you have established your competence Interrupt and be not interrupted
Use short, forceful gestures
ACTING AND SPEAKING WITH POWER*
(PFEFFER 2010, p.125-146)
*Use at your own risk
N ON VE RB AL C O M M UN IC AT ION
Touch themselves less, touch others more Use more arm and hand gestures
Have closer interpersonal distances
Are more expansive in their body positions and movements Interrupt more during speaking
Use more filled pauses (such as umm and ahh) Are more expressive
Gaze more overall
Have more postural relaxation Smile less
NONVERBAL EXPRESSION OF POWER (BELIEFS)
(CARNEY et al. 2005, pp.105-123)
N ON VE RB AL C O M M UN IC AT ION
Open position
Interpersonal distance (negative) Facial expressiveness
Loudness
Successful interruptions Vocal variability (negative) Posed emotion encoding
NONVERBAL EXPRESSION OF ACTUAL POWER
(HALL et al. 2005, pp.898-924)
N ON VE RB AL C O M M UN IC AT ION
Nonverbal behavior (NVB) is important
Positive NVB correlates with positive evaluation by a recruiter Eye contact, gazing and smiling are ambiguous
Speaking time: Conscientiousness/Intelligence controversy
NONVERBAL BEHAVIOR IN A JOB INTERVIEW
(mod. KOSTIC 2015, p.220-247)
N ON VE RB AL C O M M UN IC AT ION
Sitting in an upright posture induces pride
(STEPPER & STRACK 1993)Hunched physical postures elicit feelings of helplessness
(RISKIND & GOTAY 1982)Fist clenching increases men’s self-ratings on power-related traits
(SCHUBERT & KOOLE 2009)
Expansive (versus contractive) postures leads to increases in pain tolerance
(BOHNS & WILTERMUTH 2011), stress resilience
(CARNEY et al. 2014)and in job interview performance
(CUDDY et al. 2014).
YOUR POSTURE MATTERS
(mod. HALL et al. 2015, p.325)
N ON VE RB AL C O M M UN IC AT ION
HIGHLIGHTS:
5. NONVERBAL COMMUNICATION IS IMPORTANT
6. NONVERBAL DISPLAYS OF POWER CAN CAUSE MENTAL AND BODILY
CHANGES
LEADERSHIP IN SCIENCE
LEADING IS HARD IN SCIENCE
[The] combination of science, an oblique and unpredictable activity, and scientists, highly trained solo contributors who are also human beings, is notoriously hard to lead well.
Few are able to strike that balance without making painful mistakes.
(SAPIENZA 2004, p.4)
LE AD ER SH IP IN S CI EN CE
AN EFFECTIVE LEADER
A person who is capable of developing and maintaining an enthusiastic, energetic, and creative group of scientists and of administering the laboratory or research-and-development (R&D) organization successfully.
A good manager must always be a good leader.
(mod. SAPIENZA 2004, p.3-4)
LE AD ER SH IP IN S CI EN CE
EFFECTIVE LEADERS ARE DESCRIBED AS
1. Caring, compassionate, supportive, enthusiastic, motivating (31%) 2. Possessing managerial skills, such as communicating effectively
and listening well, resolving conflict, being organized, holding informative meetings (26%)
3. Being a good role model, mentor, and coach (17%)
4. Being technically accomplished to lead a scientific effort (15%)
(SAPIENZA 2004, p.7-8)
LE AD ER SH IP IN S CI EN CE
WORST LEADERS IN SCIENCE ARE
1. Publicly humiliating subordinates, abusive, providing only negative feedback (20%)
2. Unable to deal with conflict (17%)
3. Selfish, exploitive, dictatorial, or disrespectful (16%)
(SAPIENZA 2004, p.5)