On this chapter we have discussed the following issues:
- Eight generic influence tactics used in modern organizations.
- Five bases of power and what does it take to make empowerment work
- The concept of Emotional intelligence / Goleman's four leadership traits
- What is the Leadership Grid
- Path - Goal theory of leadership
- Servant leaders
- Management of Antecedents and consequences in behavior modification
Some personal thoughts......
I've always wondered if I have what it takes in order to be a leader. Am I tough enough? Can I delegtae properly? (sometimes I ask : can I at all delegate ? ) , Will my employees take my advice? Do I have what it takes ? Alot of questions, answering them is not at all easy. What I can say is that if you've got what it takes - practice will make perfect. The school of hard knocks
is one way to learn. Here's an example:
We've been working for several months now on a group project for this ckass. Our goal is to write a business plan for an "imaginary" business. I started off with one other person who was very cooperative from the beginning but It was pretty clear that I was expected to lead the project, being the "oldest" student in the group and taking into consideration my experience, and my personal involvement in the class activities, etc'. So I took it upon myself to do it. Why not ? I trust myself to stand on schedule and get the job done. and I did. I am not saying there were no "bumps" along the road because there were. Lucky for me - most of my team did not need too much pressure to do the work, except one person who required more attention from me , as he defined it "butt kicking in order to get into gear..." (which he eventually appreciated ! ). There was one incident that made me upset but we managed to work it out . During the time of that incident I kept thinking - what would a real manager do when one of his employees shows disatisfaction from the way things are being handeled by management? I decided to offer an open (open as in honest and frank) but private discussion between myself and the person who was unhappy. It helped. I think he felt his opinion mattered to me (which is true !) . I don't like covering up things and sweeping them under the rug, this is not my style. I believe leaders should be honest and frank. Now that this project is done I can say I was lucky to have to experience of leading a group, especially this group ! I felt appreciated, I felt I did my job properly and that my actions as a leader made a difference !
My experience with other leaders ....
Well, there were plenty of them in previous workplaces. They each had their own way of leading the organization, some used pressure and intimidation tactics, some used consultation tactics. Some used rational persuasion. I did not particularly like the intimidation and pressure tactics of one of my former managers but sometimes pressure is needed in order to get things done. I understand it now, after our group project is complete. But it all depends on HOW you present the intimidation because I believe there should be a more gentle way to do it.
If you want to be a leader - Act like one !
What kind of leaders do I prefer ?
What kind of a leader do I want to become ? I prefer relationship motivated leaders because it seems to me like they have better human relations skills and are more capable of developing a good raport with employees. They will probably be more attentive to employees problems or suggestions. It makes a workplace more pleasant to be in because you know you will at least have someone HEAR you. This is also the reason I prefer people with Emotional Intelligence as they have more polished social skills and greater emotional maturity.
A few words about the Leadership Grid :
Developed by Robert R. Blake and Jane S. Mouton , it is a trademarked and widley recognized typology of leadership styles. Accoding to the Grid there are Five styles of leadership :
1,9 - Country Club Management (thoughtful attention to needs of people in order to maintain good relationships).
1,1 - Improvised management ( Minimum effort to get the work done).
9,1 - Authority compliance (Efficiency in operations and minimum importance to human elements)
5,5 - Middle of the road Management (Balance between work being done and good morale of employees being maintained).
9,9 - Team Management - (relationships of trust and respect as a result of committed people working together to get the work accomplished).
I am bringing here the case of David Neelman, JetBlue airways' CEO.
This article and the questions that follow it will explain why I have placed Neelman's leadership style at 9,9 on the Leadership Grid.
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Closing case # 7 Can David Neelman pilot JetBlue airways to success?
Summary:
Closing case # 7 brings the story of David Neelman, who is the CEO of JetBlue airways. The article observes Neelman's leadership and analyses the reasons for Neelman's success as a leader and CEO. It also talks about the things about Neelman and his tactics that make him a good leader, different than conventional managers.
Questions and answers:
1. Which of the eight generic influence tactics are evident in this case ? Explain.
- The Influence tactic that is evident in this case is Rational Persuasion . By definition, Rational Persuasion involves trying to convince someone by relying on a detailed plan, supporting information, reasoning, or logic. According to the article, Neelman's brilliant insight was to base his airline at J.F.K - which is something that low-cost airlines avoided doing. His tactic was to pursue partners who could make his plans happen, convincing them his plan made sense, and he also managed to convince New York senator to help him get slots at JFk ( for this portion he also used a tactic called Exchange Tactics as he promised to provide Jet Service to major cities in New York state.).
2. What are Neelman's primary and secondary power bases ? Explain.
- Neelman's primary and secondary power bases are Referent power and Expert Power. According to the article and people's testimonies - Neelman has a charismatic personality that assist him in persuading people to cooperate with him. This charisma can be interpreted as Referent power. His expert power base is actually his ability of knowing when an opportunity is right, and the sheer force of his personality and dedication that can inspire employees and customers to turn a business into a money making machine.
3. How would you rate Neelman's Emotional Intelligence in terms of Goleman's four leadership traits? Explain.
- I would rate Neelman's EQ as Relationship management. Neelman's personality and management style fits Goleman's theory of Relationship management - which defines such leaders as clear, enthusiastic, and convincing communicators who can defuse conflicts. They rely on kindness and humor to build strong relationships (evidence for that is brought in the article).
4. Where would you plot Neelman's leadership style on the Leadership Grid ?
I would plot Neelman's leadership style at 9,9 on the Leadership Grid, as it shows great concern for both production and people as evidenced by personal commitment, mutual trust and teamwork. According to the article Neelman's leadership style seems to combine both concern for people and for profits, and therefore fits this spot on the grid.
5. Is Neelman more of a transformational leader, a servant leader, or some combination of the two ? Explain.
- I think that Neelman is more of a transformational leader than a servant leader, even though he does have some qualities (like clear goals, foresight ) that can fit the description of a servant leader. However, I think his dominant leadership characteristics are more of a transformational leader because he is visionary, charismatic, dedicated to change and can envision a better future for his organization, effectively communicate this vision to others and get others to willingly make it a reality - which is the complete definition of a transformational leader. You could sum it up by saying he is a transformational leader with some qualities of a servant leader.
6. How would you rate Neelman's chances for success at JetBlue ? Explain.
- I think Neelman's chances for success at JetBlue are very good. Since he fits the description of "master of change" - he would most likely be able to make the organization change and adapt to future changes in the aviation/tourism world (and this world changes rapidly ...). His charismatic personality and vision will probably assist him in getting what he needs to reach his goals. He makes an impression of a trustworthy person, with whom employees and investors will be glad to cooperate, and he's got what it takes to make things work as he planned - a quality that some managers lack, thus giving Neelman an advantage over others.
My conclusion from this case:
Same as technology changes and develops, same as organizations grow and change, change in the world of business is inevitable as well, and Neelman embraces it with open arms. I think that as a transformational leader, Neelman has what it takes to succeed and so would any other leader who has a "vision" and who adapts easily to changes. A good balanced combination of vision, charisma, flexibility and trustworthiness - is the key for becoming a successful leader.
