contemparary issues-leadership 2
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ORGANISATIONAL BEHAVIORII
A PRESENTATION BY GROUP6
Mohit Gupta
Spriha Singh
Swarnima Singh
Swati Rani
Soumya Tripathi
CONTEMPOR RYLE DERSHIPISSUES
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efore you are a leader, success is all aboutgrowing yourself. When you become a leadersuccess is all about growing others.Jack Welch
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CHARISMATICLEADERSHIP
Houses Charismatic Leadership Theory:
Followers make attributions of heroic or
extraordinary Leadership abilities when they
observe certain behaviors.
Four characteristics of charismatic leaders:
Have a vision.
Are willing to take personal risks to achieve the
vision.
Are sensitive to follower needs.
Exhibit behaviors that are out of the ordinary.
Traits and personality are related to charisma
People can be trained to exhibit charismatic
behaviors.
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HOWCHARISMATICLEADERSINFLUENCE
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 performanceexpectations and confidence in follower ability
3.Leader conveys a new set of values by setting an
example
4.Leader engages in emotion-inducing and oftenunconventional behavior to demonstrateconvictions about the vision
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CHARISMATICLEADERSHIP
ISSUES
Importance of vision
Must be inspirational, value-centered, realizable,
and given with superior imagery and articulation
Charismatic effectiveness and situation
Charisma works best when:
The followers 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 organizations
goals
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TRANSFORMATIONALVS. CHARISMATIC
LEADERSHIP
Similar concepts, but transformational leadership may
be considered a broader concept than charismatic.
Instrument-based testing shows the measures to beroughly equivalent .
The purely charismatic may want followers to adopt the
charismatics world view & go no further but
transformational will attempt to instill the ability toquestion established views by the leader even.
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AUTHENTICLEADERSHIP:
ETHICSANDTRUST
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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CONSEQUENCESOFTRUST
Trust encourage taking risk.
Trust facilitates information sharing.
Trusting groups are more effective.
Trust enhance productivity.
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CONTEMPORARYLEADERSHIPROLES:
MENTORING
Mentor:
A senior employee who sponsors and supports a less-experienced employee (a protg)
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 protgs who are similar tothem in background: may restrict minorities andwomen
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CONTEMPORARYLEADERSHIP
ROLES: SELF-LEADERSHIP
Self-Leadership
A set of processes through which
individuals control their own behavior
Effective leaders (super leaders) helpfollowers to lead themselves
Important in self-managed teams
To engage in self-leadership:
Make a mental chart of your peers and
colleagues
Focus on influence and not on control
Create opportunities; do not wait for them
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SUMMARYANDMANAGERIAL
IMPLICATIONS
Companies are looking for transformational
leaderseven if they only look the part
Transformational style crosses borders
reasonably well
Effective managers must build trust with those
they lead
Leadership selection and training are important
to long-term success
Source-OB, page 373
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