chapter 15 leadership. objectives describe what followers expect of leaders. differentiate between...

Chapter 15

Leadership

ObjectivesDescribe what followers expect of leaders.Differentiate between leadership and

management. Identify the traits that distinguish leaders

from non-leaders. Summarize the conclusions of behavioral

theories of leadership. Explain why path-goal theory and the

leader-member exchange model are contingency theories.

Organizational Behavior: An Experiential Approach 8/EJoyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner

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…Objectives Compare and contrast transformational,

transactional, laissez-faire, and charismatic leadership.

Describe emotional intelligence.Explain the role of trust in leadership.Summarize the relationships between

leadership and both culture and gender.


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Level 5 Leaders

ModestQuietly determined based on inspired

standards rather than charismaAmbitious for the firm rather than for

themselvesDriven to achieve sustained results and

successGive credit to others for success and

take blame for failure


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Leaders - Defined

Individuals who…establish direction for a groupgain the group members’ commitmentmotivate them to achieve goals to move in

that direction


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Leadership Point Of View

Have courage to initiate action and improve things

See what needs to be done

Understand all underlying forces in a situation


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Shared/Distributed Leadership - Defined

At different points in time, leadership is

rotated. The person with the most

relevant skill takes the initiative to

influence the group.


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Lateral Leadership - Defined

Colleagues at same hierarchical level collaborate and facilitate joint problem solving.


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Follower Expectations Of Leaders

HonestyCompetence

Forward-looking Inspiring

= CREDIBILITY


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Managers Leaders

Do things right Do the right thing

Planning and budgeting Vision

Processes and systems Imaginative ideas

Organizing and staffing Aligning people with vision

Control and problem solving Motivate and inspire

Produce order, predictability, results

expected by stakeholders

Produce change

Are All Managers Leaders?


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Traits of Successful Business Leaders

DriveHonesty and integrityLeadership motivationSelf-confidenceCognitive abilityBusiness knowledgeCreativityFlexibility


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Behavior Styles In Leadership

Task (initiating structure)

Low People

Low Task

Low People

High Task

High People

High Task

High People

Low Task

lo hi

hi

People (consideration behavior)


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Examples of Contingency Leadership

Continuum of Leadership Behavior

Leader decides, announces decision

“Sells” decision to group

Area of freedom of the group

Use of authority by leader

Gives group as much freedom as possible to define problem and decide

Presents problem and boundaries, group decides

Presents problem, asks for ideas, decides

Presents tentative decision, consults group, and decides

Announces decision, permits questions

Group CenteredLeader Centered


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Path-Goal Theory

Leader Behaviors

Path-goal clarifying

Achievement-oriented

Work-facilitation

Supportive

Interaction-facilitation

Group-oriented decision making

Representation and networking

Value-based

Employee Characteristics

Locus of Control

Self-perceived task ability

Need for achievement

Need for clarity

Need for independence

Experience

Leadership Effectiveness

Employee motivation

Employee satisfaction

Employee performance

Leader acceptance

Work-unit performance

Environmental Characteristics

Task structure

Stressful work

Work group dynamics


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Leader-Member Exchange Model (LMX)

In-Group

Receives preferential treatment

ThereforeMore successfulMore satisfied

Out-Group

No preferential treatment

ThereforeLess successfulLess satisfied

Result of leader’s favoritism = Less communication and cooperation between these groups


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Transformational Leadership

Are value-driven change agents.Make followers more conscious of the

importance and value of task outcomes.Provide followers with a vision.Motivate followers to go beyond self-

interest for the good of the organization.


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Effective Leadership Practices

Challenge the process

Inspire a shared vision

Enable others to act

Encourage the heart


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Full Range of Leadership Styles

Laissez faire Transactional Transformational(noninterference)

Least effective Most effective

Follower motivationJob satisfaction

Satisfaction w/leader


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Transactional Leadership- Defined

Transactional leadership is an exchangeprocess in which leaders clarify employeeroles and task requirements and thenreward or punish followers based on theirperformance.


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Charismatic Leadership - Defined

Charismatic leaders

develop a special

relationship with

followers who attribute

extraordinary or heroic

leadership abilities to

them.Organizational Behavior: An Experiential Approach 8/EJoyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner

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Charismatic LeadersAre adept at communicating an inspiring

visionElicit:

High levels of performance Loyalty Sacrifice Enthusiasm


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Unethical Charismatic Leaders

Motivated by personalized powerPursue their own vision and goalsCensure critical or opposing viewsEncourage blind obedience, dependency,

submissionLack internal moral compass


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Servant Leaders - Defined

Servant leaders are stewards who are

responsible for serving, developing, and

transforming the organization and its

people.


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Servant Leaders at

Recognize they don’t have all the answers.

Demonstrate sense of humility and vulnerability.

Build capability of company and people.Advance transformation of self, others,

and company.


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chapter 15 leadership. objectives describe what followers expect of leaders. differentiate between...

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