Professional Documents
Culture Documents
Organizational Behavior
14th Edition
Leadership
Kelli J. Schutte
William Jewell College Copyright 2012 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Organizational Behavior, 14e
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What Is Leadership?
Leadership
The ability to influence a group toward the achievement of goals
Management
Use of authority inherent in designated formal rank to obtain compliance from organizational members
Copyright 2012 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Organizational Behavior, 14e
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Traits can predict leadership, but they are better at predicting leader emergence than effectiveness.
Copyright 2012 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Organizational Behavior, 14e
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Behavioral theory: leadership is a skill set and can be taught to anyone, so we must identify the proper behaviors to teach potential leaders
Copyright 2012 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Organizational Behavior, 14e
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Ohio
Michigan
Employee-oriented Productionoriented
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Copyright 2012 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Organizational Behavior, 14e
Contingency Theories
While trait and behavior theories do help us understand leadership, an important component is missing: the environment in which the leader exists Contingency Theory adds this additional aspect to our understanding leadership effectiveness studies Three key contingency models for leadership:
Fiedlers Model Hersey and Blanchards Situational Leadership Theory Path-Goal Theory
Copyright 2012 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Organizational Behavior, 14e
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Fiedler Model
Effective group performance depends on the proper match between leadership style and the degree to which the situation gives the leader control.
Assumes that leadership style (based on orientation revealed in LPC questionnaire) is fixed
For effective leadership: must change to a leader who fits the situation or change the situational variables to fit the current leader
Copyright 2012 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Organizational Behavior, 14e
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E X H I B I T 12-1 Copyright 2012 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Organizational Behavior, 14e
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Problems:
The logic behind the LPC scale is not well understood LPC scores are not stable Contingency variables are complex and hard to determine
Copyright 2012 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Organizational Behavior, 14e
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Leadership Behavior Give clear and specific directions Display high task orientation Use a supportive and participatory style Doesnt need to do much
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Copyright 2012 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Organizational Behavior, 14e
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Premise: Situational variables interact with leadership attributes to impact the behavior of the leader.
Leader behaviors must adjust to the way tasks are structured in the organization. This is a normative model that tells leaders how participative to be in their decision making of a decision tree
Five leadership styles Twelve contingency variables
Copyright 2012 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Organizational Behavior, 14e
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Out-Group Managed by formal rules and policies Receive less of the leaders attention / fewer exchanges More likely to retaliate against the organization
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Charismatic Leadership
Charisma means gift in Greek
Unconventional Behavior
Vision
Sensitivity to Followers
Personal Risk
Copyright 2012 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Organizational Behavior, 14e
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Charismatic Leadership
How do charismatic leaders influence followers?
Articulate a Vision
Copyright 2012 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Organizational Behavior, 14e
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Transformational Leaders
Inspire followers to transcend their self-interests for the good of the organization
Contingent Reward Management by Exception (active) Management by Exception (passive) Laissez-Faire
Transactional
Transformational
Copyright 2012 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Organizational Behavior, 14e
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Leadership Model
Transaction Approaches Laissez-Faire Management by Exception Contingent Reward Transformational Approaches Individualized Consideration Intellectual Stimulation Inspirational Motivation Idealized Influence
Copyright 2012 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Organizational Behavior, 14e
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Authentic Leaders
Authentic leaders know who they are, what they believe in and value, and act upon those values and beliefs.
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Trust
Desired Actions
Desired Attitudes
Copyright 2012 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Organizational Behavior, 14e
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Trust
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Career Functions
Helping the protg gain skills and abilities Lobbying for the protg to get better assignments Providing exposure to influential individuals in the organization Acting as a sounding board for ideas
Copyright 2012 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Organizational Behavior, 14e
Psychological Functions
Counseling the protg to bolster his/her confidence Sharing personal experiences with the protg Providing friendship and acceptance Acting as a role model
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Selecting Leaders
Training Leaders
Copyright 2012 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Organizational Behavior, 14e
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Global Implications
These leadership theories are primarily studied in English-speaking countries GLOBE does have some country-specific insights
Indian employees want action-oriented and charismatic leaders. Brazilian teams prefer leaders who are high in consideration, participative, and have high LPC scores French workers want a leader who is high on initiating structure and task-oriented Egyptian employees value team-oriented, participative leadership, while keeping a high-power distance Chinese workers may favor a moderately participative style.
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Need to take into account the situational variables, especially the impact of followers.
Research on charismatic and transformational leadership has made major contributions to our understanding of leadership. Leaders must be seen as authentic and trustworthy. Investment must be made in the future through mentoring and training leaders.
Copyright 2012 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Organizational Behavior, 14e
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All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher. Printed in the United States of America.
Copyright 2012 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Organizational Behavior, 14e
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