chapter: 12 leadership 0 presented by: kamelia gulam 12 .pdf · compare and contrast trait and...

Organizational Behavior (HUR 212)

0 Presented by: Kamelia Gulam

Chapter: 12

Leadership

After studying this chapter,

you should be able to:1. Contrast leadership and management

2. List the traits of effective leaders

3. Define and give examples of the Ohio State leadership dimensions

4. Compare and contrast trait and behavioral theories

5. Describe Fiedler’s contingency model

6. Define the qualities of a charismatic leader

7. Contrast transformational with transactional leadership

8. Identify when leadership may not be necessary

9. Explain how to find and create effective leaders


1

What Is Leadership?

Leadership

The ability to influence a group

toward the achievement of goals

The Quality of being good at leading a team, an organization, a country.

Management

Use of authority inherent in designated

formal rank to obtain compliance

from organizational members

Both are necessary for organizational

success


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Importance of Leadership

What People said about Leadership?!

1) “Leaders aren't born, they are

made. And they are made just

like anything else, through hard

work. And that's the price we'll

have to pay to achieve that

goal, or any goal”.

(Vince Lombardi)Organizational Behavior (HUR 212)

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Importance of Leadership,

Cont’d

2) “A leader is one who knows the

way, goes the way, and shows the

way”.

(John C. Maxwell)


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Cont’d

3) “Everybody can get angry - that's

easy. But getting angry at the right

person, with the right intensity, at

the right time, for the right reason

and in the right way - that's hard”.

(Aristotle)


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Cont’d

4) “No man is fit to command

another that cannot command

himself”.

(William Penn)


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Cont’d

5) “People ask the difference

between a leader and a boss....

The leader works in the open, and

the boss in secret. The leader

leads and the boss drives”.

(Theodore Roosevelt)


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Trait Theories of Leadership

Theories that consider personality, social, physical, or

intellectual traits to differentiate leaders from non

leaders

Not very useful until matched with the Big Five

Personality Framework

Essential Leadership Traits

Extroversion

Conscientiousness

Openness

Emotional Intelligence (Qualified)

Traits can predict leadership, but they are better at

predicting leader emergence than effectiveness.Organizational Behavior (HUR 212)

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Behavioral Theories of

Leadership

Theories proposing that specific behaviors

differentiate leaders from non leaders

Differences between theories of leadership:

Trait theory: leadership is inherent, so we

must identify the leader based on his or

her traits

Behavioral theory: leadership is a skill set

and can be taught to anyone, so we must

identify the proper behaviors to teach

potential leaders


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Important Behavioral Studies

Behavioral Theories :

Ohio State Studies

Identified two dimensions of leader behavior

Initiating structure: the role of the leader in defining

his or her role and the roles of group members

Consideration: the leader’s mutual trust and

respect for group members’ ideas and feelings.

Research findings: mixed results

High-high leaders generally, but not always,

achieved high group task performance and

satisfaction.

Evidence indicated that situational factors

appeared to strongly influence leadership

effectiveness.Organizational Behavior (HUR 212)

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10

Important Behavioral Studies(cont’d)

Behavioral Theories (cont’d)

University of Michigan Studies

Identified two dimensions of leader behavior

Employee oriented: emphasizing personal relationships

Production oriented: emphasizing task

accomplishment

Research findings:

Leaders who are employee oriented are strongly

associated with high group productivity and high

job satisfaction.


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11

Contingency TheoriesWhile 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 theories:

Fiedler’s Model

Hersey and Blanchard’s Situational

Leadership Theory

Path-Goal TheoryOrganizational Behavior (HUR 212)

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12

Contingency Theories of

Leadership

1. The Fiedler Model

Proposes that effective group performance depends upon the proper match between the leader’s style of interacting with followers and the degree to which the situation allows the leader to control and influence.

Assumptions:

A certain leadership style should be most effective in different types of situations.

Leaders do not readily change leadership styles.

Matching the leader to the situation or changing the situation to make it favorable to the leader is required.


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Assessment of Fiedler’s Model

Positives:

Considerable evidence supports the model,

especially if the original eight situations are

grouped into three

Problems:

– The logic behind the Least-preferred co-

worker ( LPC) scale is not well

understood

– LPC scores are not stable

– Contingency variables are complex and

hard to determine


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Contingency Theories… (cont’d)

2. Hersey and Blanchard’s Situational Leadership

Theory (SLT)

Argues that successful leadership is achieved by

selecting the right leadership style which is

contingent on the level of the followers’ readiness.

Acceptance: leadership effectiveness depends

on whether followers accept or reject a leader.

Readiness: the extent to which followers have

the ability and willingness to accomplish a

specific task.

Leaders must relinquish control over and contact

with followers as they become more competent.


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Vroom and Yetton’s Leader-Participation Model

How a leader makes decisions is as important as what is

decided

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


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Vroom and Yetton’s Leader-Participation

Model (cont’d)

Leader Participation Model Contingencies:

Decision significance

Importance of commitment

Leader expertise

Likelihood of commitment

Group support

Group expertise

Team competence


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3. House’s Path-Goal Theory

Builds from the Ohio State studies and the expectancy theory of motivation

The Theory:

Leaders provide followers with information, support, and resources to help them achieve their goals

Leaders help clarify the “path” to the worker’s goals

Leaders can display multiple leadership types

Four types of leaders:

Directive: focuses on the work to be done

Supportive: focuses on the well-being of the worker

Participative: consults with employees in decision making

Achievement-Oriented: sets challenging goalsOrganizational Behavior (HUR 212)

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18

Leader-Member Exchange

(LMX) TheoryIn Groups

• Members are

similar to leader

• In the leader’s

inner circle of

communication

• Receives more

time and

attention from

leader

• Gives greater

responsibility and

rewards

Out Groups

• Managed by formal

rules and policies

• Receive less of the

leader’s attention /

fewer exchanges

• More likely to

retaliate against the

organization


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19

Contemporary Views on

Leadership Transactional Leadership

Leaders who guide or motivate their

followers in the direction of established goals

by clarifying role and task requirements.

Transformational Leadership

Leaders who inspire followers to transcend

their own self-interests for the good of the

organization by clarifying role and task

requirements.

Leaders who also are capable of having a

profound and extraordinary effect on their

followers.Organizational Behavior (HUR 212)

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20

Contemporary Views…(cont’d)

Charismatic Leadership

An enthusiastic, self-confident leader whose

personality and actions influence people to

behave in certain ways.

Characteristics of charismatic leaders:

Have a vision.

Are able to articulate the vision.

Are willing to take risks to achieve the vision.

Are sensitive to the environment and

follower needs.

Exhibit behaviors that are out of the ordinary.


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Visionary Leadership

A leader who creates and articulates a realistic,

credible, and attractive vision of the future that

improves upon the present situation.

Visionary leaders have the ability to:

Explain the vision to others.

Express the vision not just verbally but through

behavior.

Extend or apply the vision to different leadership

contexts.


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Team Leadership Characteristics

Having patience to share information

Being able to trust others and to give up

authority

Understanding when to intervene

Team Leader’s Job

Managing the team’s external boundary

Facilitating the team process

Coaching, facilitating, handling disciplinary

problems, reviewing team and individual performance, training, and communication


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Leadership Issues in the 21st Century

Managing Power

Legitimate power

The power a leader has as a result of his or her position.

Coercive power

The power a leader has to punish or control.

Reward power

The power to give positive benefits or rewards.

Expert power

The influence a

leader can exert as a

result of his or her

expertise, skills, or

knowledge.

Referent power

The power of a

leader that arise because of a

person’s desirable

resources or admired

personal traits.


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Trust and Leadership

Trust – a psychological state that exists when you

agree to make yourself vulnerable to another

because you have a positive expectation for how

things are going to turn out.

Key attribute associated with leadership

Followers who trust their leader will align their

actions and attitudes with the leader’s

behaviors/requests

Trust Desired Actions

Desired Attitudes


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How is Trust Developed?

Leadership Action: Integrity, Benevolence, Ability

Trust Action: Risk Taking, Information Sharing, Group Effectiveness, and Productivity


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THANK YOU


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