Leadership

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Chapter 15 Leadership
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Objectives

• Describe 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

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Organizational Behavior An Experiential Approach
8/E Joyce 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

• Modest
• Quietly determined based on inspired standards
  rather than charisma
• Ambitious for the firm rather than for themselves
• Driven to achieve sustained results and success
• Give credit to others for success and take blame
  for failure

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Leaders - Defined

• Individuals who
• establish direction for a group
• gain the group members commitment
• motivate them to achieve goals to move in that
  direction

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Leadership Point-of-View
See what needs to be done
Understand all underlying forces in a situation
Have courage to initiate action and improve
things
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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
Competence
Honesty
Forward-looking
Inspiring
CREDIBILITY
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Are All Managers Leaders?
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
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Traits of Successful Business Leaders

• Drive
• Honesty and integrity
• Leadership motivation
• Self-confidence
• Cognitive ability
• Business knowledge
• Creativity
• Flexibility

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Behavior Styles in Leadership
hi

Low People High Task
High People High Task
Task (initiating structure)

Low People Low Task
High People Low Task
lo
People
(consideration behavior)
hi
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Continuum of Leadership Behavior
Group Centered
Leader Centered
Use of authority by leader
Area of freedom of the group
Leader decides, announces decision
Sells decision to group
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
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Path-Goal Theory

• Employee Characteristics
• Locus of Control
• Self-perceived task ability
• Need for achievement
• Need for clarity
• Need for independence
• Experience

• Leader Behaviors
• Path-goal clarifying
• Achievement-oriented
• Work-facilitation
• Supportive
• Interaction-facilitation
• Group-oriented decision making
• Representation and networking
• Value-based

• 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
• Therefore
• More successful
• More satisfied

• Out-Group
• No preferential
• treatment
• Therefore
• Less successful
• Less satisfied

Result of leaders 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
Follower motivation Job satisfaction Satisfaction
w/leader

• Laissez faire Transactional Transformational
• (noninterference)
• Least effective Most effective

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Transactional Leadership -Defined

• Transactional leadership is an exchange
• process in which leaders clarify employee
• roles and task requirements and then
• reward or punish followers based on their
• performance

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Charismatic Leadership - Defined

• Charismatic leaders
• develop a special
• relationship with
• followers who attribute
• extraordinary or heroic
• leadership abilities to
• them

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Charismatic Leaders

• Are adept at communicating an inspiring vision
• Elicit
• High levels of performance
• Loyalty
• Sacrifice
• Enthusiasm

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Unethical Charismatic Leaders

• Motivated by personalized power
• Pursue their own vision and goals
• Censure critical or opposing views
• Encourage blind obedience, dependency, submission
• Lack 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 dont 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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Emotional Intelligence (EI) - Defined

• Emotional intelligence refers to an ability
• to recognize the meanings of emotions
• and their relationships and to reason and
• problem-solve on the basis of them
• Self awareness
• Self-management
• Social awareness
• Relationship management

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Dimensions of Emotional Intelligence (EI)

• Self-awareness
• Reading ones own emotions
• Realistic self-assessment
• Self-confidence

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Dimensions of Emotional Intelligence (EI)

• Self-management
• Emotional self-control
• Transparency integrity and trustworthiness
• Adaptability
• Achievement
• Initiative
• Optimism

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Dimensions of Emotional Intelligence (EI)

• Social awareness
• Empathy
• Organizational awareness
• Service to clients

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Dimensions of Emotional Intelligence (EI)

• Relationship management
• Inspirational leadership
• Influence
• Developing others
• Change catalyst
• Conflict management
• Building bonds
• Teamwork and collaboration

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Emotional Hijack - Defined

• Emotional hijacks occur when the fight-or-
• flight reaction is triggered in the amygdala of
• the brain and an emotional reaction
• overcomes reason

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Trust and Leadership

• Confident expectations of followers about the
  leaders behavior and intentions
• Leader trust relates to increased
• job performance
• organizational citizenship behavior (OCB)
• intention to stay with the organization
  (?turnover)
• job satisfaction
• organizational commitment
• commitment to leaders decisions

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Theoretical Approaches to Trust

• Relationship-based social exchange process
• Basis of trust goodwill and perceived mutual
  obligations
• Character-based leaders personal integrity
• Basis of trust leaders integrity, sense of
  fairness, dependability, competence

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Gender and Leadership

• Men and women are equally effective as leaders
• BUT
• Gender stereotypes sometimes lead women to be
  perceived as less effective

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Gender and Leadership

• There are few differences in the way women and
  men lead
• BUT
• Women are more likely to
• be participative
• use transformational style rather than laissez
  faire or transactional
• offer contingent rewards

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Culture and Leadership

• Leadership schemas and behaviors often vary among
  cultures
• Transformational leadership style viewed as
  universally effective

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The Globe Project
DATA COLLECTION 170 Country
Co-Investigators (CCIs) SAMPLES 62
Countries At least three from each
major region of the
world QUESTIONNAIRE Middle managers in
financial RESPONDENTS services, food
processing, telecommunications
services 150 country specific
industries gt 1,000 organizations
SURVEYS Executives of the middle managers
UNOBTRUSIVE MEASURES
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Universal PositiveLeader Attributes

• Decisive Honest
• Informed Dynamic
• Administratively skilled Coordinator
• Just Team builder
• Effective Bargainer Dependable
• Win-win problem solver Excellence oriented
• Plans ahead Intelligent

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Universal Negative Leader Attributes
Ruthless Egocentric Asocial Non-explicit Irrit
able Non-cooperative Loner Dictatorial
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Culturally Contingent Leader Attributes
Enthusiastic Self-sacrificial Risk
taking Sincere Ambitious Sensitive Self-effac
ing Compassionate Unique Willful
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Global Leadership - Defined

• Global leadership is a process of influencing
• the thinking, attitudes, and behaviors of a
• global community to work together
• synergistically toward a common vision and
• common goals

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