Contemporary Issues in Leadership

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Contemporary issues in leadership S. Robbins

Transcript of Contemporary Issues in Leadership

Page 1: Contemporary Issues in Leadership

Contemporary issues in leadership

S. Robbins

Page 2: Contemporary Issues in Leadership

Leader as a communicatorThe framing

• Framing is a way of communicating to shape meaning.

• It’s a way for leaders to influence how others see and understand events.

• Selecting and highlighting one or more events while excluding others.

• It is the ability of the leader to influence others to act beyond their self interests.

Page 3: Contemporary Issues in Leadership

Two contemporary theories of leadership with a common theme.

1.Charismatic leadership2.Transformational leadership.

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Charismatic leadership

• Charismatic leaders

John F Cannady

Martin luther King

Jr., Ronald Reagan

Bill clinton

Steve Jobs (Apple computers)

Mary K Ash (Mary Kay Cosmetics)

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What is charismatic leadership?

• Proposed by Max Weber. A socialogist.• Charisma is a quality of an individual

personality, by virtue of which he or she is set -apart from ordinary people and

-treated as supernatural, superhuman -or at least specifically exceptional powers or qualities. - Sometimes considered as devine origin or exemplary.

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Charismatic leadership contd.,

• Robert House is the 1st person to considered charismatic leadership in terms of OB.

• According to him charismatic leadership can be defined as

the followers make attributions of extraordinary leadership abilities when they observe certain behaviors.

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Key characteristics of charismatic leadership

• 1. Vision and articulation

• 2. Personal risk

• 3. Sensitivity to followers needs

• 4.Unconventional behavior

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Vision and articulations

• Has a vision

• Expressed as an idealized goal

• The goal proposes a future better than the status quo

• Is able to clarify the importance of the vision in terms that are understandable to others.

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Personal risk

• Willing to take on high personal risk• Incur high costs• Engage in self sacrifice to achieve the vision

Sensitivity to follower’s needs• Perspective of other’s abilities

• Responsive to other’s needs and feelings.

Unconventional behavior• Engages in behaviors in behaviors that are novel

and counter to norms.

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Charismatic leaders are born with their qualities and also

people can actually learn to be charismatic leaders

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Personality of charismatic leaders

• Extraverted• Self confident• Achievement oriented• Articulate an over arching goal• Communicate high performance expectations• Empathize the needs of their followers • Project a powerful confident and dynamic

presence • Captivating and engaging voice tone

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Charismatic leadership contd.,

• It is true that individuals are born with traits that make them charismatic.

• Individuals also can be trained to exhibit charismatic behavior.

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3 step process of becoming a charismatic leader

• 1. An individual needs to develop an aura of charisma by maintaining an optimistic view, using passion as a catalyst for generating enthusiasm and communicating with the whole body,not just with words.

• 2.An individual draws others in by creating a bond that inspires others to follows.

• 3. An individual brings out the potential in followers by tapping into their emotions.

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How Charismatic Leaders Influence Followers

• A four-step process:1. Leader articulates an attractive vision

• Vision Statement: A formal, long-term strategy to attain goals

• Links past, present, and future

2. Leader communicates high performance expectations and confidence in follower ability

3. Leader conveys a new set of values by setting an example for the followers to imitate.

4. Leader engages in emotion-inducing and often unconventional behavior to demonstrate convictions about the vision

© 2009 Prentice-Hall Inc. All rights reserved. 13-14

Page 15: Contemporary Issues in Leadership

Charismatic Leadership Issues

• People following these leaders will be exerting extra effort, express greater satisfaction.

• Charismatic effectiveness and situation– Charisma works best when:

• The follower’s task has an ideological component • There is a lot of stress and uncertainty in the environment• The leader is at the upper level of the organization• Followers have low self-esteem and self-worth

• Dark Side of Charisma– Ego-driven charismatics allow their self-interest and

personal goals to override the organization’s goals

© 2009 Prentice-Hall Inc. All rights reserved. 13-15

Page 16: Contemporary Issues in Leadership

Beyond Charisma: Level-5 Leaders

• Very effective leaders who possess the four typical leadership traits: – Individual competency– Team skills– Managerial competence– Ability to stimulate others to high performance

• Plus one critical new trait… – A blend of personal humility and professional will– Personal ego-needs are focused toward building a great

company– Take responsibility for failures and give credit to others for

successes– Prided themselves on developing strong leaders inside the firm

who could direct the company to greater heights after they were gone.

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Page 17: Contemporary Issues in Leadership

Level 5 leaders

• Ex: Orin smith at starbucks• Kristine Mc Davit of Petagonia• John Whitehead of Goldman sachs• Jack Brennen of vanguard

Confirms that leaders don’t necessarily need to be charismatic to be effective.

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Organizations with a charismatic leadership at the helm is more

likely to be successful.Success depends on to some extent on the situation and the

organizations vision Ex: Hitler is too successful at

convincing their followers to pursue a vision that can be disastrous.

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Transactional and Transformational Leadership

• Transactional Leaders– Leaders who guide or motivate their followers in the

direction of established goals by clarifying role and task requirements

• Transformational Leaders– Inspire followers to transcend their own self-interests

for the good of the organization; they can have a profound and extraordinary effect on followers

• Not opposing, but complementary, approaches to leadership– Great transformational leaders must also be

transactional; only one type is not enough for success

© 2009 Prentice-Hall Inc. All rights reserved. 13-19

Page 20: Contemporary Issues in Leadership

Characteristics of the Two Types of Leaders

Transactional• Contingent Reward:

– Contracts exchange of rewards for effort, promises rewards for good performance, recognizes accomplishments

• Management by Exception:– Active: Watches and

searches for deviations from rules and standards, takes corrective action

– Passive: Intervenes only if standards are not met

• Laissez-Faire: – Abdicates responsibilities,

avoids making decisions

Transformational• Idealized Influence:

– Provides vision and sense of mission, instills pride, gains respect and trust

• Inspiration:– Communicates high

expectations, uses symbols to focus efforts, expresses important issues simply

• Intellectual Stimulation:– Promotes intelligence,

rationality, and problem solving

• Individualized Consideration: – Gives personal attention,

coaches, advisesExhibit 13-2

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Full range of leadership model

• Idealized influence

• Inspirational motivation

• Intellectual stimulation

• Individualized consideration

• Contingent reward

• Management by exception

• Laissez-Faire

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Transformational leadership

• Encourage their followers to be more innovative and creative.

• These leaders are more effective because they are more creative and encourage their followers to be more creative.

• Goals- Followers pursue ambitious goals, familiar with and agree upon the strategic goals of the organization and believe that the goals are personally important.

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Transformational leadership

• Lower turn over rates

• High productivity

• Lower employee stress and burn out

• Higher employee satisfaction.

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Trans Vs Charismatic

• Trans broader than charismatic

• Followers can question trans leaders

• Ch itself is not sufficient for tr process

• Leaders who score high on tr also score high on ch.

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Authentic Leadership: Ethics and Trust

• Authentic Leaders:– Ethical people who know who they are, know

what they believe in and value, and act on those values and beliefs openly and candidly

– Primary quality is trust

• Build trust by:– Sharing information– Encouraging open communication– Sticking to their ideals

• Still a new topic; needs more research

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Page 26: Contemporary Issues in Leadership

Ethics, Trust, and Leadership

• Ethics touch on many leadership styles– As the moral leaders of organizations, CEOs must

demonstrate high ethical standards– Socialized charismatic leadership: leaders who model

ethical behaviors• Trust:

– The positive expectation that another person will not act opportunistically

– Composed of a blend of familiarity and willingness to take a risk

– Five key dimensions: integrity, competence, consistency, loyalty, and openness

Exhibit 13-4

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Page 27: Contemporary Issues in Leadership

Five Key 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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Page 28: Contemporary Issues in Leadership

Contemporary Leadership Roles: Mentoring

• Mentor:– A senior employee who sponsors and supports a less-

experienced employee (a protégé)– Good teachers present ideas clearly, listen, and

empathize– Two functions:

• Career– Coaching, assisting, sponsoring

• Psychosocial– Counseling, sharing, acting as a role model

– Can be formal or informal– Mentors tend to select protégés who are similar to them

in background: may restrict minorities and women

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Contemporary Leadership Roles: Self-Leadership

• Self-Leadership– A set of processes through which individuals

control their own behavior– Effective leaders “superleaders” help followers to

lead themselves– Important in self-managed teams

• To engage in self-leadership:1.Make a mental chart of your peers and colleagues2.Focus on influence and not on control3.Create opportunities; do not wait for them

© 2009 Prentice-Hall Inc. All rights reserved. 13-29