chapter 15 organizational behavior ( dr. ahmed abdel hady)

7/31/2019 Chapter 15 Organizational Behavior ( Dr. Ahmed Abdel Hady)

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Copyright 2011 by the McGraw-Hill Companies, Inc. All rights reserved.McGraw-Hill/I rwin

Leadership

Chapter 15


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Learning Objectives

Define the term leadership Discuss the trait approach to leadership

Describe two major behavior approaches to

leadership

Explain what situational approaches are and

describe several significant ones

Identify a number of substitutes for leadership


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Introduction

Research focuses on two

key leadership issues

Why some organizational members

become leaders, while others do not

Why some leaders are successful,while others are not


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What is Leadership?

There is no consensus on what leadership is Leadership qualities important in one situation

may not be required in another

Variables with which every leader must deal The people who are being led

The task the people are performing

The environment in which the people andtask exist


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What is Leadership?

The process of influencing others to facilitate

the attainment of the organizations goals

A formal leadership

position is not

needed to exertleadership behavior

Informal leaders can

be just as important

to a groups success

as is the formal

leader


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What is Leadership?

Virtually all leaders of effective groups

Provide direction and meaning to followers

Generate trust

Favor action and risk taking

Are purveyors of hope


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Is Leadership Important?

Leaders can make a difference in endresults

The specific behaviors used to do this areambiguous

Evidence of the effect of leadership onperformance is modest

Even at the highest levels, leaders do not

have unilateral control over resources andexternal factors


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Is Leadership Important?

Self-managing teams

Empowerment teams

Bosses are often replaced with teams, but

no successful team is without leadership

Autonomous work groups

No successful team is without leadership


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Trait Approaches

The trait theory of leadership

An attempt to identify specific characteristicsassociated with leadership success

Characteristics can be physical, mental, orpersonality


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Trait Approaches

Intelligence

Physical Characteristics

Personality

Supervisory Ability


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Trait Approaches

Trait test scores arent consistently

predictive of leader effectiveness

Leadership traits dont operate singly,but in combination

The list of important traits is endless

Patterns of effective behavior depend

largely on the situation

Reasons For Trait Theory Contradictory

Research Findings


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Behavioral Approaches

Employee-centered

Leaders

Focus on the people

doing the work

Delegate decision

making

Satisfy employeeneeds

Creative a supportive

work environment

Job-centeredLeaders

Focus on completingthe task

Use close supervisionto ensure subordinatesperform tasks usingspecified procedures


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Initiating Structure and Consideration

Initiating structure The leader organizes and defines relationships

in the group

Establishes well-defined patterns and channels

of communication

Spells out ways of getting the job done

Consideration

Behavior indicating friendship, trust, respect,

warmth, and rapport between leaders and

followers


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Initiating Structure and Consideration

The linkage between consideration andinitiating structure is complex

Those scoring high on initiating structure had

more employee grievances, but received higher

proficiency ratings

Those with a high consideration score received

lower proficiency ratings, but had fewer

subordinate absences


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Trait and Behavioral Approaches

Behaviors and

characteristics, helpful or

essential in some

situation, are

unimportant in others

These approaches fail to

consider the interaction

among people, tasks,

and environments

Trait and behavioral approach shortcomings


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Situational Approaches

Each model has

its advocates

Each tries toidentify the

leaderbehaviors most

appropriate fora series ofsituations

Each tries toidentify the

leader-situationpatterns or

interactions foreffective

leadership

Situational theories suggest that leadership

effectiveness is a function of the situation


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Situational Approaches

Contingency Leadership Model (Fiedler) Group performance depends on the interaction

between leadership style and situational

favorableness

Leadership style measured by the Least-

Preferred Coworker Scale (LPC)

Situational favorableness

Leader-member relations

Task structure

Position Power


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Summary of Fielders Variables & Styles


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Leadership Actions to Change Situations

To modify leader-member relations Request particular people for work in the group

Transfer subordinates out of the unit

Volunteer to direct difficult or troublesomesubordinates

To modify task structure

Introduce new or unusual tasks/problems Break jobs down into smaller subtasks that

can be more highly structured


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Leadership Actions to Change Situations

To modify position power

Show subordinates who is boss by exercisingfully the authority you have

Make sure that information to the group gets

channeled through you

Let subordinates participate in planning and

decision making


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Vroom-Jago Leadership Model

Key Components of the Vroom-Jago Model

Specifies the

criteria by

which

decision

effectiveness

is judged

Frameworkfor

describing

specific

leaderbehaviors or

styles

Diagnosticvariables

that describe

key aspects

of theleadership

situation


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Vroom-Jago Leadership Model

Decision effectiveness is based on decisionquality and subordinate commitment

Decision quality: the extent to which the decision

impacts job performance

Subordinate commitment: how important it is

that subordinates be committed to or accept the

decision

May also be influenced by time constraints


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Vroom-Jago Decision Styles

Delegated

Autocratic Group

Consultative


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Vroom-Jago Diagnostic Procedure

Perform a situational diagnosis by askinga series of questions

How important is the technical quality of the

decision?

How important is subordinate commitment to

the decision?

Do you have sufficient information to make a

good decision? Is the problem well structured?

And so on


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Path-Goal Leadership Model

Leaders are effective because of theirpositive impact on followers

Motivation, ability to perform, and satisfaction

Leaders influence followers perceptions of Work goals

Self-development goals

Paths to goal attainment


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Path-Goal Leadership Model

Leader Behavior

Directive

Supportive

Participative

Achievement-

oriented

Situational Variables

Personal

characteristicsof subordinates

Environmental

pressures and

demands


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Revised Path-Goal Leadership Perspective


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Situational Leadership Theory

Hersey and Blanchard developed anappealing situational leadership theory

Advocates that managers understand their

own behavior

Emphasizes followers and their level of maturity

Leaders must use a leadership style that

matches the followers maturity level

Job readiness

Psychological readiness


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ProposedLeadership

Styles

Telling

Selling Participating

Delegating


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Comparing Situational Approaches

Similarities between the situational

leadership models

All focus on the dynamics of leadership

All have stimulated research on leadership

All remain controversial because of

measurement problems, limited research

testing, or contradictory research results


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Comparing Situational Approaches


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Other Perspectives, Concepts, Issues of Leadership

Charismatic Leaders

John F. Kennedy, Winston Churchill, Sam Walton, and

Walt Disney were charismatic leaders

Charisma enables leaders to motivate followers

to achieve outstanding performance People who take on hero qualities gain charisma

A charismatic leader creates motivation based on an

emotional commitment to, and identity with, his/her

vision, philosophy, and style


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Defining Charismatic Leadership

Charisma

Greek word meaning gift

Combination of charm and

personal magnetism


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Two Types of Charismatic Leaders

Visionary

Through

communicationability, linksfollowers needsand goals to job ororganizational

long-term goalsand possibilities

Crisis-Based

Focus is on the

short-termHas an impact insituations whereexisting resources,

knowledge, andprocedures areinadequate


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Transactional Leadership

Helps followers

identify what must

be done to achieve

desired results

Takes followers

self-concept and

esteem needs into

consideration

Uses path-goal

concepts

Relies on contingent

rewards and

management by

exception


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Transactional leadership is not often found

in organizational settings

The majority of workers do not feel that good

pay is contingent on good performance

Leaders must learn to

Understand what employees want

Administer rewards in a timely manner

Emphasize the pay-performance link


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Th T f i l L d


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The Transformational Leader

Goals instead of short-termself-interest

Achievement and self-actualizationinstead of security

Motivates followers to work for

The employees reward is internal

Th T f ti l L d


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To achieve their vision, transformational

leaders make major changes in the

Mission

Way of doing business

Human resource management

Philosophy, system, and culture of an

organization

Th T f ti l L d


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Bass identified five factors that describe

transformational leaders

Charisma(transformational)

Individual attention(transformational)

Intellectual stimulation(transformational)

Contingent reward(transactional)

Management by exception(transactional)

C hi


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Coaching

Everyday interaction of helping anotheremployee improve his or her understanding

of the work in order to improve performance

C h


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Coaches

Comes in all

varieties

Knows reward-

performance

feedback

Leader skills,

experience,

abilities

Arent always

linked to

seniority

Talent for

observing and

decision making

Nonjudgmental

Exceptional

communication

ability

C hi


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Coaching

Coaching hints

Observe the detail

Develop the persons strengths

Work to improve people, not change them

Require continual improvement

Pace the person

Believe you can be the best

R d d C hi T h i


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Recommended Coaching Techniques

Practice active listening

Support learning with action & reflection

Move from easy to hard skills

Set goals

Provide tactful feedback, positive and negative

S t L d hi


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Servant Leadership

The servant leader Emphasizes employee growth and service to others as

worthwhile ends in and of themselves

Places others needs in front of their own

M ltic lt ral Leadership


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Multicultural Leadership

A leaders personality, efforts, or style may

conflict with the context of the environment

Bass found that leadership attributes linked with

effective leadership vary across cultures

Employees who rank high on power distanceprefer an autocratic leader

Employees low in power distance prefer a

participative style of leadership

Factors Linked to Leadership Effectiveness


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Factors Linked to Leadership Effectiveness

Preferred awareness

Actual awareness

Submissiveness to rules and authority

Reliance on others

Favoring of group decision making

Concern for human relations

Cooperative peer relations



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The complexity of a global environment

requires the careful study of

The culture

History

Expectations

Working environments

Substitutes for Leadership


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Substitute variables

tend to negate theleaders ability toeither increase or

decrease followerssatisfaction orperformance

Task, organizational,or subordinate

characteristics canrender leadership

impossible orunnecessary

(leadershipneutralizer)



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Substitutes for

Leadership

Cohesive work groups

Intrinsically satisfying tasks

High levels of subordinate ability,

experience, and knowledge

chapter 15 organizational behavior ( dr. ahmed abdel hady)

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