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Leadership: Evolution and Applications

ORGANIZATIONAL BEHAVIOR. Leadership: Evolution and Applications. Chapters 11 & 12. AFTER STUDYING THIS CHAPTER, YOU SHOULD BE ABLE TO:. Contrast leadership and management. Summarize the contributions, strengths and limitations of trait theories.

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Leadership: Evolution and Applications

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  1. ORGANIZATIONAL BEHAVIOR Leadership: Evolution and Applications Chapters 11 & 12

  2. AFTER STUDYING THIS CHAPTER,YOU SHOULD BE ABLE TO: • Contrast leadership and management. • Summarize the contributions, strengths and limitations of trait theories. • Identify the strengths and limitations of behavioral theories. • Describe the essence of situational or contingency theories. L E A R N I N G O B J E C T I V E S

  3. AFTER STUDYING THIS CHAPTER,YOU SHOULD BE ABLE TO: 5. Identify current approaches to leadership including transformational leadership 6. Identify the different types of power that leaders can use and expected outcomes 7. Conclude with a comprehensive framework for a better understanding of leadership L E A R N I N G O B J E C T I V E S (cont’d)

  4. What Is Leadership?

  5. Management Leadership ProducesOrder and Consistency Produces Change and Movement Planning/Budgeting Vision Building/Strategizing Organizing/Staffing Aligning People/Communicating Controlling/Problem Solving Motivating/Inspiring Comparison of Management and Leadership

  6. Leader Vs. Manager

  7. Trait Theories • Leadership Traits: • Ambition and energy • The desire to lead • Honesty and integrity • Self-confidence • Intelligence • Job-relevant knowledge

  8. Studies of Leadership Traits and Characteristics Studies of Leadership Traits and Characteristics

  9. Trait Theories Trait Approach (cont’d) STRENGTHS • Intuitively appealing • Strong research tradition • Highlights the leader component in the leadership process • Provides some benchmarks as to the qualities to look for in effective leaders (or effective leadership profile)

  10. Trait Approach (cont’d) Trait Theories WEAKNESSES • Failure to delineate a definitive list of leadership traits • Subjective determination of most effective leadership traits • Failure to take situations into account • Not very useful in training and development

  11. Behavioral Theories • Trait theory:Leaders are born, not made. • Behavioral theory:Leadership behaviors can be taught.

  12. Ohio State Studies

  13. University of Michigan Studies

  14. The Leadership Grid 11-1 E X H I B I T

  15. Behavioral or Style Approach Behavioral or Style Approach STRENGTHS • Has broadened the scope of leadership research • Highlights 2 dimensions of leadership behavior: task orientation/relationship orientation, suggesting that the key to effective leadership rests on the leader balancing those two behaviors

  16. Behavioral or Style Approach Behavioral or Style Approach (cont’d) WEAKNESSES • Not a refined theory because of limited prescriptive value • Failure to link leader styles to performance outcomes • Implication that the most effective leadership style is the high/high

  17. Contingency or Situational Approach Hersey and Blanchard’s Situational Leadership Theory Appropriate leadership style is contingent on the followers’ readiness readiness - extent to which people have the ability and willingness to accomplish a specific task Reflects the reality that it is followers who accept or reject the leader Based on two leadership dimensions task behaviors relationship behaviors Situational or Contingency Approach

  18. Hersey and Blanchard’s Situational Leadership Theory Follower readiness: ability and willingness Leader: decreasing need for support and supervision

  19. Hersey and Blanchard’s Situational Leadership Model 17-19

  20. Path-Goal Theory

  21. The Path-Goal Theory 11-4 E X H I B I T

  22. Situational or Contingency Approach Contingency or Situational Approach STRENGTHS • Intuitively sensible and easy to apply in a variety of settings • Has prescriptive value • Emphasizes leadership flexibility and adaptability WEAKNESSES • Ambiguous conceptualization of readiness in subordinates • Does not address the issue of one-to-one versus group leadership

  23. Cutting-Edge Approaches To Leadership Transformational Vs. Transactional Leadership transactional - leaders who guide or motivate their followers in the direction of established goals by clarifying role and task requirements transformational - inspire followers to transcend their own self-interests for the good of the organization capable of having profound effect on followers pay attention to concerns of followers change followers’ awareness of issues excite and inspire followers to put forth extra effort built on top of transactional leadership good evidence of superiority of this type of leadership 17-23

  24. Transformational Vs. Transactional Leadership TRANSFORMATIONAL LEADERSHIP Factor 1 Charisma Idealized Influence Factor 2 Inspirational Motivation Factor 3 Intellectual Stimulation Factor 4 Individualized Consideration TRANSACTIONAL LEADERSHIP Factor 5 Contingent Reward Constructive Transactions Factor 6 Management-by-exception Active & Passive Corrective Transactions NONLEADERSHIP Factor 7 Laissez Faire Nontransactional

  25. TRANSACTIONAL LEADERSHIP Management-by-exception + Contingent Reward Transformational Vs. Transactional Leadership TRANSFORMATIONAL LEADERSHIP Idealized influence Individualized consideration Inspirational motivation Intellectual stimulation + + + Performance Beyond Expectations Expected Outcomes

  26. Transformational Leadership Approach Transformational Vs. Transactional Leadership STRENGTHS • A broader view of leadership that incorporates important elements • A new way of thinking about leadership (ideals, inspiration, motivation, trust) • Emphasizes both leaders and followers in the leadership process

  27. Transformational Leadership Approach Transformational Approach (cont’d) WEAKNESSES • Still undergoing development and hence lacks conceptual clarity • Does not provide a clear set of guidelines and prescriptions

  28. Cutting-Edge Approaches (cont.) Charismatic-Visionary Leadership charismatic - enthusiastic, self-confident leader whose personality and actions influence people can articulate a vision for which s/he is willing to take risks project powerful, dynamic and confident presence sensitive to environmental constraints and follower needs exhibit behaviors that are out of the ordinary emerges and is relevant particularly in the context of politics 17-28

  29. Cutting-Edge Approaches (cont.) Charismatic-Visionary Leadership (cont.) visionary - ability to create and articulate a realistic, credible, and attractive vision that improves the present situation presents a clear and compelling imagery that inspires enthusiasm to pursue the organization’s goals people must believe that the vision is attainable visionary leader has the ability to: explain the vision to others express the vision verbally and behaviorally apply the vision to different leadership contexts 17-29

  30. Cutting-Edge Approaches (cont.) Team Leadership role of team leader different from the traditional leadership role requires skills such as: patience to share information ability to trust others and give up authority understanding when to intervene team leader’s job focuses on: managing the team’s external boundary facilitating the team process 17-30

  31. Cutting-Edge Approaches (cont.) Team Leadership (cont.) team leaders serve as: liaisons with external constituencies - clarify others’ expectations of the team, gather information from the outside, and secure needed resources troubleshooters - ask penetrating questions, help team talk through problems, and gather needed resources conflict managers - identify source of conflict, who is involved, and find resolution options coaches - clarify role expectations, teach, offer support, and whatever else is necessary to keep performance levels high 17-31

  32. Specific Team Leadership Roles Coach Liaison with external constituencies Conflict manager Troubleshooter Team Leadership Roles 17-32

  33. Contemporary Issues In Leadership Leaders and Power five sources of power legitimate - authority associated with a position coercive - ability to punish or control followers react out of fear reward - ability to give positive benefits provide anything that another person values expert - influence based on special skills or knowledge referent – influence based on identification with a leader 17-33

  34. Leadership & Power Leadership and Power Coercive Resistance Legitimate Compliance Reward Expert Commitment Referent

  35. Gender and Leadership (cont.) Is different better? when rated by peers, employees, and bosses, women executives score better than male counterparts explanations of difference in effectiveness include: flexibility, teamwork, trust, and information sharing are replacing rigid structures, competitive individualism, control, and secrecy best managers listen, motivate, and provide support women do the above better than men there is still no “one best” leadership style can’t assume that women’s style is always better Contemporary Issues In Leadership (cont Leadership & Gender 17-35

  36. Where Female Managers Do Better 17-36

  37. A Framework For Understanding Leadership Framework for Understanding Leadership Leader characteristics and traits Internal and external environment Leader behavior and style Leadership effectiveness Group members characteristics

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