Chap012- Ledadership Rin 13

8/10/2019 Chap012- Ledadership Rin 13

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Leadership inOrganizationalSettings

McGraw-Hill/Irwin McShane/Von Glinow OB 5e Copyright 2010 by The McGraw-Hill Companies, Inc. All rights reserved.


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Leadership Defined

Leadership is the abilityto influence, motivate,and enable others tocontribute toward theeffectiveness of theorganizations of which

they are members


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Who Are Leaders and What IsLeadership

Leader Someone who can influenceothers and who has managerial authority

Leadership What leaders do; the processof influencing a group to achieve goals

Ideally, all managers should be leaders

Although groups may have informalleaders who emerge, those are not theleaders were studying


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Leadership research has tried to answer: Whatis an effective leader?

Effective leaders understand authority doesnot supply leadership but leadership isobtained through how the manager applies

the authority. Anyone can become a manager but onlythe person who is willing to understand thepower of the role can become leaders.


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Shared Leadership

The view that leadership is broadly distributedrather than assigned to one person

Employees are leaders when they champion

change in the company or teamShared leadership calls for:

Formal leaders willing to delegate power

Collaborative culture employees support eachotherEmployee ability to influence through persuasion


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Trait Theories (1920s -1930s) Seven Traits


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Early Leadership Theories (contd)

Theories : Lewins - Identified three leadership styles:

Autocratic style: centralized authority, low participation

use to control through dictator but show concern forthe workers need

Democratic style: involvement, high participation,feedback

get involved and show concerned for the workers lives

Laissez faire style: hands-off management

shows no concern for the workers needs or welfare


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Early Leadership Theories (contd)

Behavioral Theories- Research findings: mixed results

No specific style was consistently better for producingbetter performance.

Employees were more satisfied under a democratic leaderthan an autocratic leader.


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LeadershipPerspectives

CompetencyPerspective

ContingencyPerspective

ImplicitLeadershipPerspective

TransformationalPerspective

Perspectives of Leadership

BehavioralPerspective


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Competency Perspective

Competencies personal characteristics thatlead to superior performance in a leadershiprole (e.g. skills, knowledge, values)

Early research very few traits predictedeffective leadership

Emerging view several competencies nowidentified as key influences on leadershippotential and of effective leaders


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Leader Behavior PerspectivePeople-oriented behaviors Showing mutual trust and respect Concern for employee needs Looks out for employee well-being

Task-oriented behaviors Assign specific tasks Ensure employees follow rules Set stretch goals to achieve performance capacity

Research findings:

Leaders who are employee oriented are stronglyassociated with high group productivity and high

job satisfaction.


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Contingency Perspective

Originated with expectancy theory ofmotivation Paths = employee expectancies Goals = employee performance

States that effective leaders ensure thatemployees who perform their jobs well

receive more valued rewards than those whoperform poorly


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Path-Goal Leadership Styles

Directive Provide psychological structure to jobs Task-oriented behaviors

Supportive Provide psychological support People-oriented behaviors

Participative Encourage/facilitate employee involvement

Achievement-oriented Encourage peak performance through goal setting and

positive self-fulfilling prophecy


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Other Contingency LeaderTheories

Situational Leadership Model Effective leaders vary style with follower

readiness Leader styles telling, selling, participating, and

delegating Popular model, but lacks research support

Fiedlers Contingency Model

Leadership style is stable -- based on personality Best style depends on situational control Theory has problems, but uniquely points out

inflexibility of leadership style


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Transformational / ContemporaryViews of Leadership

Transactional Leadership Leaders who guide or motivate their followers in the

direction of established goals by clarifying role andtask requirements.

Transformational Leadership Leaders who inspire followers to transcend their own

self-interests for the good of the organization byclarifying role and task requirements.


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Charismatic Leadership An enthusiastic, self-confident leader whose

personality and actions influence people to behave in

certain ways. Characteristics of charismatic leaders:

- Have a vision.

- Are able to articulate the vision.

- Are willing to take risks to achieve the vision.

- Are sensitive to the environment and follower needs.

- Exhibit behaviors that are out of the ordinary.

Transformational / ContemporaryViews of Leadership


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Implicit Leadership Perspective

Follower perceptions of characteristics ofeffective leaders

1. Leadership prototypes

Preconceived image of effective leader, used toevaluate leader effectiveness

2. Romance of leadership effect Amplify effect of leaders on organizational results Fundamental attribution error Need for situational control


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Leadership Training

Contingencies that limit a leaders influenceor make a particular leadership styleunnecessary.

e.g.: Training and experience replace task-orientedleadership

Leadership training activities1. Formal MBA program2. Leadership seminar/training3. Weekend retreat


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Leadership Training

All the leadership training activities willestablish fast track for higher potentialindividual for them to gain a variety of the

kinds of experienceLeadership training should based on twobasic assumptions:

1. We know what leaderships2. We can train people to lead


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Outsider Vs. Insider (internally)Leader

Outsider Leader- leaders from outside the organization- Hired from outside the organization

Insider (internally) Leader- leaders from within the organization- By promotion (succession planning)


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Advantages of Outsider Leader- No political easier to be objective- A fresh perspective on old problem- Broad perspective (new perspective by

experience)- More change experience


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Advantages of Insider (internally) Leader- Already knows organization culture- Can hit the ground- Clear & constant communication- Clear about the organizational expectation &

requirement


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Leadership Transition

Knowledge on leadership styles, theories ofleadership and application of leadership stylethrough training is the most effective tools to

help leader transition

New leader L/ship style organizationalgoal/needsof employee

matches


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Leadership Substitutes

Contingencies that limit a leaders influenceor make a particular leadership styleunnecessary.

e.g.: Training and experience replace task-orientedleadership

Research evidence: substitutes help, butdont completely substitute for real leadership


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Gender Differences andLeadership

Research Findings Males and females use different styles:

- Women tend to adopt a more democratic or participativestyle unless in a male-dominated job.

- Women tend to use transformational leadership.

- Men tend to use transactional leadership.


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Cultural Issues in Leadership

Societal cultural values and practices affectleaders: Shape leaders values/norms

Influence decisions and actions Shape follower prototype of effective leaders

Some leadership styles are universal, othersdiffer across cultures Charismatic visionary seems to be universal Participative leadership works better in some

cultures than others

Chap012- Ledadership Rin 13

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