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Organisations and Leadership

Organisations and Leadership. Organisational Behaviour Developed by Dr. Ruth Barton & Dr . Margaret Heffernan, OAM. Aims of the lecture. What is Leadership?. Approaches to Leadership. Fairhurst (2007). Competency (Trait) Perspective of Leadership. Skills, knowledge, aptitudes

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Organisations and Leadership

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  1. Organisations and Leadership Organisational Behaviour Developed by Dr. Ruth Barton & Dr. Margaret Heffernan, OAM

  2. Aims of the lecture

  3. What is Leadership?

  4. Approaches to Leadership Fairhurst (2007)

  5. Competency (Trait) Perspective of Leadership • Skills, knowledge,aptitudes • and other • personal characteristics • that lead • to superior performance

  6. Traits and CharacteristicsegStodgill (1974), Handy (1980) Limitations: • Assumes that all effective leaders have the same personal characteristics that are equallyimportant in all situations. • Alternative combinations of competenciesmay be equally successful • Views leadership as something within a person • Indicates leadership potential, not leadership performance

  7. Leadership Styles and Behaviours • McGregor (1960) • Theory X • Theory Y

  8. Types and Roles Lewin, Lippitt and White (1939) • Autocratic • Democratic • Laissez –faire Benne and Sheats(1948) • Task maintenance act • Group maintenance act

  9. Types and StylesBlake and Mouton’s (1978) Leadership Grid

  10. Authentic leadership • Emotional intelligence Effective leaders need to act consistently with their values, personality, and self-concept Source: McShane et al 2013: 384-385

  11. Contingency (Situational) Perspective of Leadership • The most appropriate leadership style depends • on the • situation. • Leaders • must be • insightful and flexible, • and adapt behaviours and styles • to the • immediate situation.

  12. Contingent LeadershipFiedler’s (1974) Contingency Model Favourable Unfavourable

  13. Charismatic Leadership Applied to a certain quality of an individual • considered extraordinary • treated as endowed with supernatural, superhuman, specifically exceptional powers or qualities. • qualities are not accessible to the ordinary person • regarded as of divine origin or as exemplary , and the individual concerned is treated as a “leader”’ (Weber,1968: 241)

  14. Transformational Leadership • Visioning the new corporate future • Communicating the vision • Implementing the vision Popular in 1980s and 1990s (Dunphyand Stace, 1990) Source: McShane et al. 2013: 393

  15. Paternal Leadership Style Source: Fulop, L and Linstead, S (2009) : 525

  16. Paternal Leadership Tactics Source: Fulop, L and Linstead, S (2009) : 526

  17. Narcissistic Leader Narcissism • They must be more than they are • Their value as people is dependent upon the image they project • People are objects to be manipulated to get the validation narcissists need Source: Fulop and Linstead, 2009

  18. Post Heroic Leadership • Associated with transformational leadership but with a greater emphasis on developing subordinates (Bradford and Cohen, 1984) • Distributed or collective leadership Heifetz and Laurie (1997)

  19. Followership • Followership is the role of the group member in supporting (or not) the leadership role • Leadership prototypicality (Hogg, 2001) • Social identity and leadership (Haslam , 2001)

  20. Implicit Leadership Perspective • People evaluate a leader’s effectiveness in terms of how well that person fits preconceived beliefs about the features and behaviours of effective leaders (leadership prototypes) • People tend to inflate the influence of leaders on organisational events • Followers perceptions about the characteristics and influence of people they call leaders Source: McShane et al. 2013: 395- 396

  21. The Three Levels of Leadership Source: Scouller, J. (2011)

  22. Leadership is very much a relational product of the societies in which organisations operate. • Cultural variables will affect how leaders from different • cultural backgrounds manage in foreign cultures and with culturally diverse groups. Source: Fulop and Linstead, 2009: 530

  23. References • Fulop, L and Linstead, S (2009) ‘Leadership and Leading’ [Ch. 10], in Linstead, S, Fulop, L and Lilley, S 9eds) Management and Organization: A critical text, 2nded, Palgrave, Houndmills. • McShane, S Olekalns, M and Travaglione, T (2013) Organisational Behaviour: Emerging knowledge. Global insights. McGraw Hill, Sydney • Rollinson, D (2005) Organisational Behaviour and Analysis: An integrated approach, Prentice Hall, Harlow . • Scouller, J. (2011). The Three Levels of Leadership: How to Develop Your Leadership Presence, Knowhow and Skill, Management Books • Cirencester: Thompson, P and McHugh, D (2009) Work Organisations: A critical approach, Palgrave, Houndmills.

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