chap012- ledadership rin 13
TRANSCRIPT
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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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Outsider Vs. Insider (internally)Leader
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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Outsider Vs. Insider (internally)Leader
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
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Leadership inOrganizationalSettings
12-27 McGraw-Hill/Irwin Copyright 2010 by The McGraw-Hill Companies Inc All rights reserved