Reflection report 1000word

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CLASSICAL & MODERN THEORIES OF LEADERSHIP

WEEK 2 – PROFESSOR SEN SENDJAYA

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AGENDA

Week 2_ORG30002_S1 2020

1. Learn about key classical thoughts on leadership

2. Understand the trait, behavioral, and situational theories of leadership

3. Discuss examples and applications of the key theories in the organisational context

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SOCRATES (469-399 BC)

MGX3991: Leadership Practices and Principles

'An unexam ined life is not worth living’

Leaders’ m ain duty is to educate others. Leaders should challenge their values and contrast belief systems.

Instead of tyrannical or democratic leader, people leaders who should govern are those with the greatest knowledge, abilities and virtues, and a deep knowledge of themselves.

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LEADERSHIP IS NOT ABOUT HAVING ALL THE ANSWERS.

IT’S ABOUT ASKING THE RIGHT QUESTIONS.

4 MGX3991: Leadership Practices and Principles

Questions for probing: • clarification, • assumptions, • reasons and evidence, • viewpoints and perspectives • and implications

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PLATO (423 – 347 BC)

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The ideal leader of the ideal state is the philosopher king (Bass, 1995).

Focus on intellect and wisdom. Leaders should be selected and educated.

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PLATO’S PHILOSOPHER KING

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Socrates thought that “there might be a reform of the State if only one change was made, which is not a slight or easy one.” What was that? he was asked. When “philosophers are kings, or the kings and princes of this world have the spirit and power of philosophy, and political greatness and wisdom meet in one.” Plato’s Republic

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LAO TZU (6TH – 4TH CENTURY BC)

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Knowing others is intelligence; knowing yourself is true wisdom. Mastering others is strength; mastering yourself is true power.

A leader is best when people barely know he exists, when his work is done, his aim fulfilled, they will say, ‘we did it ourselves’.

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LAO TZU (6TH – 4TH CENTURY BC)

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“There is nothing softer and weaker than water, and yet there is nothing better for attacking hard and strong things.

For this reason there is no substitute for it. All the world knows that the weak overcomes the strong and the soft overcomes the hard”

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SUN TZU (544 – 496 BC)

Know thy self, know thy enemy. A thousand battles, a thousand victories.

Regard your soldiers as your children, and they will follow you into the deepest valleys. Look on them as your own beloved sons and they will stand by you even unto death.

Keep your friends close, and your enemies closer.

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THE TRAIT THEORY

Week 2_ORG30002_S1 2020

Traits are defined as the distinguishing personal characteristics of a leader, such as in intelligence, values, self-confidence, and appearance (Daft, 1999)

A variety of individual attributes, including personality, temperament, needs, motives, and values (Yukl, 1998)

The trait perspective maintains the view that leaders have distinct, innate qualities and characteristics that non-leaders do not.

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THERE ARE

66 LEADERSHIP THEORY DOMAINS (Dinh et al., 2014)

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THREE CLASSIC LEADERSHIP THEORIES

Week 2_ORG30002_S1 2020

Trait

Behavioural

Situational

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IDENTIFY MOST IMPORTANT LEADERSHIP TRAITS

Week 2_ORG30002_S1 2020

What makes a great leader?

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APPLICATION: POST-WW1 GERMANY

Week 2_ORG30002_S1 2020

Energetic Lazy

Bright

Dull

In te

lli g

en ce

Vitality

Bright and Energetic Field Commander

Dull and Energetic Frontline Soldier

Bright and Lazy Staff Officer

Dull and Lazy Left alone or fired

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TOP 10 TRAITS OF ADMIRED LEADERS

Week 2_ORG30002_S1 2020

88% Honest 71% Forward-looking 66% Competent 65% Inspiring 47% Intelligent 42% Fair-minded 40% Broad-minded 35% Supportive 20% Caring 34% Straightforward 33% Dependable

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STODGILL’S (1974) KEY TRAITS

Week 2_ORG30002_S1 2020

• Adaptable to Situations • Alert to social

environment • Ambitious • Achievement oriented • Assertive • Cooperative • Decisive • Dependable • Dominant • Energetic • Persistent • Self-confident • Tolerant of stress

• Willing to assume higher responsibility

• Clever (intelligent) • Conceptually skilled • Creative • Diplomatic and tactful • Fluent in speaking • Knowledgeable about

group task • Organized (admin ability) • Persuasive • Socially skilled W hat kind of traits does your leader have?

“A person does not become a leader by

virtue of the possession

of some combination of

traits”

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BEHAVIOURAL THEORIES

Week 2_ORG30002_S1 2020

Effective leaders are those who display certain behaviours.

People-Oriented Task-Oriented

Consideration Initiating Structure

Employee-Centered Job-Centered

Concern for People Concern for Production

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MANAGERIAL GRIT MODEL

Week 2_ORG30002_S1 2020

High

High

Low Low

Concern for Production

C on

ce rn

fo r

P eo

pl e

1,9 C ountry C lub M anagem ent Thoughtful attention to the needs of people for satisfying relationships leads to a com - fortable, friendly organization atm osphere and w ork tem po.

Im poverished M anagem ent E xertion of m inim um effort to get required w ork done is appropriate to sustain organization m em bership. 1,1

9,9 Team M anagem ent W ork accom plishm ent is from com m itted people; interdependence through a “com m on stake” in O rganization; purpose leads to relationships of trust and respect.

5,5 M iddle-of-the-R oad M anagem ent A dequate organization perform ance is possible through balancing the necessity to get out w ork w ith m aintaining m orale of people at a satisfactory level.

A uthority-C om pliance E fficiency in operations results from arranging conditions of w ork in such a w ay that hum an elem ents interfere to a m inim um degree. 9,1

Source: The Leadership Grid Figure from Robert R. Blake and Anne Adams McCanse, Leadership Dilemmas-Grid Solutions (Houston: Gulf, 1991), 29.

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THREE GENERATIONS OF LEADERS @MICROSOFT

Week 2_ORG30002_S1 2020

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SITUATIONAL THEORIES

Week 2_ORG30002_S1 2020

Without racial tension in the United States, would Martin Luther King, Jr. have remained an obscure minister in the

South? (Crawthorn, 1996)

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HERSEY & BLANCHARD’S SITUATIONAL LEADERSHIP THEORY

Week 2_ORG30002_S1 2020

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JACK WELCH

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Which leadership traits did Jack Welch most exemplify when he was the CEO of GE?

Do you think he is a great leader, or simply a smart manager? Why?

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