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Chapter 15 Leadership

Chapter 15 Leadership. 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

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Chapter 15 Leadership

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  1. Chapter 15 Leadership

  2. 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 15 -1 Organizational Behavior: An Experiential Approach 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner

  3. …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 15 -2 Organizational Behavior: An Experiential Approach 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner

  4. 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 15 -3 Organizational Behavior: An Experiential Approach 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner

  5. Leaders - Defined Individuals who… • establish direction for a group • gain the group members’ commitment • motivate them to achieve goals to move in that direction 15 -4 Organizational Behavior: An Experiential Approach 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner

  6. 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 15 -5 Organizational Behavior: An Experiential Approach 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner

  7. 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 15 -6 Organizational Behavior: An Experiential Approach 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner

  8. Lateral Leadership - Defined Colleagues at same hierarchical level collaborate and facilitate joint problem solving 15 -7 Organizational Behavior: An Experiential Approach 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner

  9. Follower Expectations of Leaders Competence Honesty Forward-looking Inspiring = CREDIBILITY 15 -8 Organizational Behavior: An Experiential Approach 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner

  10. Are All Managers Leaders? 15 -9 Organizational Behavior: An Experiential Approach 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner

  11. Traits of Successful Business Leaders • Drive • Honesty and integrity • Leadership motivation • Self-confidence • Cognitive ability • Business knowledge • Creativity • Flexibility 15 -10 Organizational Behavior: An Experiential Approach 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner

  12. 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 15 -11 Organizational Behavior: An Experiential Approach 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner

  13. Continuum of Leadership Behavior Leader Centered Group Centered Use of authority by leader Area of freedom of the group Leader decides, announces decision “Sells” decision to group Announces decision, permits questions Presents tentative decision, consults group, and decides Presents problem, asks for ideas, decides Presents problem and boundaries, group decides Gives group as much freedom as possible to define problem and decide 15 -12 Organizational Behavior: An Experiential Approach 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner

  14. 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 15 -13 Organizational Behavior: An Experiential Approach 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner

  15. 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 leader’s favoritism = Less communication and cooperation between these groups 15 -14 Organizational Behavior: An Experiential Approach 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner

  16. 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 15 -15 Organizational Behavior: An Experiential Approach 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner

  17. Effective Leadership Practices • Challenge the process • Inspire a shared vision • Enable others to act • Encourage the heart 15 -16 Organizational Behavior: An Experiential Approach 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner

  18. Full Range of Leadership Styles Follower motivation Job satisfaction Satisfaction w/leader Laissez faire Transactional Transformational (noninterference) Least effective Most effective 15 -17 Organizational Behavior: An Experiential Approach 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner

  19. 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 15 -18 Organizational Behavior: An Experiential Approach 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner

  20. Charismatic Leadership - Defined Charismatic leaders develop a special relationship with followers who attribute extraordinary or heroic leadership abilities to them 15 -19 Organizational Behavior: An Experiential Approach 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner

  21. Charismatic Leaders • Are adept at communicating an inspiring vision • Elicit: • High levels of performance • Loyalty • Sacrifice • Enthusiasm 15 -20 Organizational Behavior: An Experiential Approach 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner

  22. 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 15 -21 Organizational Behavior: An Experiential Approach 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner

  23. Servant Leaders - Defined Servant leaders are stewards who are responsible for serving, developing, and transforming the organization and its people 15 -22 Organizational Behavior: An Experiential Approach 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner

  24. Servant Leaders At • Recognize they don’t have all the answers • Demonstrate sense of humility and vulnerability • Build capability of company and people • Advance transformation of self, others, and company 15 -23 Organizational Behavior: An Experiential Approach 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner

  25. 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 15 -24 Organizational Behavior: An Experiential Approach 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner

  26. Dimensions of Emotional Intelligence (EI) • Self-awareness • Reading one’s own emotions • Realistic self-assessment • Self-confidence 15 -25 Organizational Behavior: An Experiential Approach 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner

  27. …Dimensions of Emotional Intelligence (EI) • Self-management • Emotional self-control • Transparency – integrity and trustworthiness • Adaptability • Achievement • Initiative • Optimism 15 -26 Organizational Behavior: An Experiential Approach 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner

  28. …Dimensions of Emotional Intelligence (EI) • Social awareness • Empathy • Organizational awareness • Service to clients 15 -27 Organizational Behavior: An Experiential Approach 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner

  29. …Dimensions of Emotional Intelligence (EI) • Relationship management • Inspirational leadership • Influence • Developing others • Change catalyst • Conflict management • Building bonds • Teamwork and collaboration 15 -28 Organizational Behavior: An Experiential Approach 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner

  30. 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 15 -29 Organizational Behavior: An Experiential Approach 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner

  31. Trust and Leadership “Confident expectations of followers about the leader’s 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 leader’s decisions 15 -30 Organizational Behavior: An Experiential Approach 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner

  32. Theoretical Approaches to Trust • Relationship-based – social exchange process Basis of trust: goodwill and perceived mutual obligations • Character-based – leader’s personal integrity Basis of trust: leader’s integrity, sense of fairness, dependability, competence 15 -31 Organizational Behavior: An Experiential Approach 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner

  33. Gender and Leadership • Men and women are equally effective as leaders BUT • Gender stereotypes sometimes lead women to be perceived as less effective 15 -32 Organizational Behavior: An Experiential Approach 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner

  34. …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 15 -33 Organizational Behavior: An Experiential Approach 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner

  35. Culture and Leadership • Leadership schemas and behaviors often vary among cultures • Transformational leadership style viewed as universally effective 15 -34 Organizational Behavior: An Experiential Approach 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner

  36. 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 • > 1,000 organizations SURVEYS & Executives of the middle managers UNOBTRUSIVE MEASURES 15 -35 Organizational Behavior: An Experiential Approach 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner

  37. 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 15 -36 Organizational Behavior: An Experiential Approach 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner

  38. Universal Negative Leader Attributes Ruthless Egocentric Asocial Non-explicit Irritable Non-cooperative Loner Dictatorial 15 -37 Organizational Behavior: An Experiential Approach 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner

  39. Culturally Contingent Leader Attributes Enthusiastic Self-sacrificial Risk taking Sincere Ambitious Sensitive Self-effacing Compassionate Unique Willful 15 -38 Organizational Behavior: An Experiential Approach 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner

  40. 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 15 -39 Organizational Behavior: An Experiential Approach 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner

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