Organizational Behavior - PowerPoint Presentation

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Organizational BehaviorBUS-542Instructor: Erlan Bakiev, Ph.D.

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Chapter 11 Leadership

11-2

Essentials of

Organizational Behavior

,

11/e

Stephen P. Robbins & Timothy A. JudgeSlide3

After studying this chapter, you should be able to:11-3Define the

leadership and contrast leadership and management.Summarize the conclusions of trait theories of leadership.

Assess contingency theories of leadership by their level of support.Compare and contrast

charismatic leadership, transformational leadership

, and

authentic leadership

.

Address challenges to the effectiveness of leadership.

Assess whether charismatic and transformational leadership generalize across cultures.Slide4

Leadership vs. ManagementAbout coping with change.Establishes direction with a vision.Aligns resources and inspires workers to complete the vision and overcome hurdles

.About coping with complexity (

Kotter, 1990)Brings about order and consistency

Draws up plans, structures, and monitors results.

11-

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Leadership

Management

Leadership is the ability to influence a group toward

the

achievement of a vision or a set of goals.Slide5

Traditional Theories of Leadership: Trait Theories11-5Trait theory focuses on personal qualities and characteristics

Big Five Personality FrameworkExtraversion has strongest relation to leadership (Judge et al., 2002,

Conscientiousness and Openness to Experience

also strongly related to leadership

Agreeableness

and

Emotional Stability

are not correlated with leadership

Emotional Intelligence is correlated with leadership, however, this link is under-investigated (

Goleman

, 2004)Slide6

Traditional Theories of Leadership: Behavioral Theories11-6Behaviors can be taught – traits cannot

Leaders are trained – not bornSlide7

Behavioral Theories: Ohio State Studies (Schriesheim et al., 1995; Judge et al., 2004)Attempts to organize work, work relationships, and goals

Concern for followers’ comfort, well-being, status, and satisfaction11-7

Developed two categories of leadership behavior

:Slide8

Behavioral Theories: University of Michigan StudiesEmphasize the technical or task aspects of the job: people are means to an end

Emphasize interpersonal relations and accept individual differences11-8

Developed two dimensions of leadership behavior

:Slide9

Contingency Theories11-9Attempts to match leadership style with work context as one leadership style does not work in every situation.

Fiedler Model (LPC)(Feiedler, 1967)

Leader-Member Exchange (LMX) Theory (Stilwell, 1993; Masterson et al., 2000)Slide10

Fiedler Leadership Model11-10This model proposes that effective group performance depends on the proper match between the leader’s style and the degree to which the situation gives the leader control.

Identifying Leadership Style: Least-Preferred Co-worker (LPC) determines leadership style (fixed trait)Relationship oriented

Task orientedMatch leader’s style

with degree of situational control:

Leader-member relations

Task structure

Position powerSlide11

Fiedler Model: Matching Leaders to Situations11-11

Either change leaders or the situation to improve effectivenessSlide12

Leader-Member Exchange (LMX) Theory 11-12Leaders treat followers differently

In-group members: Close to leader in attitude or personality

Have more of the leader’s attentionGet special privileges

Have higher performance ratings

Lower turnover

Greater satisfactionSlide13

Leader-Member Exchange (LMX) Model11-13

While the leader does the choosing, it is the followers’ characteristics that drive the decisionSlide14

Charismatic Leadership11-14Attributions of heroic leadership abilities when followers observe certain behaviors:

VisionPersonal Risk-takingSensitivity toward Followers

Extraordinary Behaviors(Conger and

Kanungo

, 1998)Slide15

Charismatic Leaders: Born or Made?11-15Charisma is partially attributed to genetics and partially to training and experience.

Charisma can be created by:Developing an aura of charisma (Richardson and Thayer, 1993)

Be optimisticBe passionately enthusiastic

Commute with body, not just words

Drawing others in – inspire others

Tapping into emotions – bring out the potential in othersSlide16

How Charismatic Leaders Influence Followers(Shamir et al., 1993) 11-16Articulate an appealing vision

Communicates a new set of valuesModel behaviors for those valuesExpress dramatic behaviorSlide17

Charisma and Situational Dependency11-17Charisma strongly correlated to high performance and satisfaction (

Hoogh et al., 2004)Best used when:Environment is uncertain or stressful (House, 1976; House and

Aditya, 1997)

Ideology is involved (Pastor et al., 2007)

Most closely associated with upper level executives

People are most receptive to charisma when there is a crisis.Slide18

The Potential Dark Side of Charismatic Leadership11-18Use organizational resources for personal benefit

Remake companies in their own imageAllow self-interest and personal goals to override organization’s goals (Tosi, 2004)Slide19

Transformational Leadership11-19Transactional leaders - motivate their followers in the direction of established goals by clarifying role and task requirements

Transformational leaders - inspire followers to transcend their own self-interests for the good of the organization Slide20

Full Range of Leadership Model11-20Slide21

Why Transformational Leadership Works11-21Creativity

Followers are encouraged to be more innovative and creative (Ling et ai., 2008)Goals

Followers pursue more ambitious goals and have more personal commitment to them (Colbert et al., 2008)

Vision

Engenders commitment from followers and greater sense of trustSlide22

Evaluation of Transformational Leadership11-22Effectively used in various job levels and disparate occupations

Tends to be more effective in smaller companies (Ling et al., 2008)Works better when the leader is closer to the followersTransformational Leadership has positive job outcomes such as lower turnover and lower absenteeism (

Hetland et al., 2007) Slide23

Transformational Vs. Charismatic Leadership11-23Both positively related to motivation, satisfaction, performance, effectiveness, and profitability

Transformational leadership MAY be a broader concept than charismaThe two forms may be the sameSlide24

Authentic Leadership: Ethics as the Basis for Leadership?11-24Authentic leaders know who they are, what they believe in and value, and act on those values and beliefs openly and candidly (Tan, 2006)

Create trustEncourage open communicationSlide25

Ethics and Leadership11-25Ethics and Leadership intersect at many junctures.

Executives set the moral tone for an organization so they must set and adhere to high ethical values.Leadership is not value free, and the means by which a leader achieves their goal must be framed by ethics.Slide26

Trust11-26Slide27

Challenges to the Leadership Construct11-27Attribution Theory of Leadership (

Meindl, 1993; Schyns et al., 2007)Performance outcomes are attributed to leaders actions

Appearance has more to do with leadership than outcomes

Substitutes and Neutralizers

Organizational variables can neutralize the leader’s influence or act as substitutes for leadership

Leader becomes irrelevant (Van

Vugt

and

Spisak

, 2008)Slide28

Online Leaders11-28Networked communication is a powerful channel

Challenges include identification-based trust Leadership can be effective in an online environment and many of the same theories apply.Electronic communication and writing skills need to be an extension of interpersonal skillsSlide29

Global Implications11-29GLOBE Leadership Project Results:

Brazil – Leaders are participative and humane France

– Bureaucratic, task-oriented, and autocraticEgypt

– Participative but status-aware

China

– Initiating structure and consideration important: status differences but participation valued

Charisma and transformational leadership important in allSlide30

Implications for Managers11-30Leaders influence group performance

Leadership success depends somewhat on having “the right stuff”Leadership depends on the situationTransformational skills becoming more important

Managers must be authentic and develop trust relationships with their followersSelect and train based on traits and qualitiesSlide31

Keep in Mind…11-31Leaders can influence a group toward the achievement of goalsBest leaders are ethical and authentic in addition to being charismatic

In most cultures, charisma and vision are valued – although their means of expression may differSlide32

Summary11-32Defined the

leadership and contrasted leadership and management.Summarized the conclusions of trait and behavioral theories.

Assessed contingency theories of leadership by their level of support.Compared and contrasted

charismatic leadership, transformational leadership

, and

authentic leadership

.

Addressed challenges to the effectiveness of leadership.

Assessed whether charismatic and transformational leadership generalized across cultures.