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Chapter 11 - Lecture notes 11
Organizational Behavior (BUS1021)
Conestoga College
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CHAPTER 11 – WEEK 12- Leadership Chapter Outline What is Leadership? Leadership as Supervision o Trait Theories: Are Leaders Different from Others? o Behavioural Theories: Do Leaders Behave in Particular Ways? o Contingency Theories: Does the Situation Matter? o Substitutes for Leadership Inspirational Leadership o Charismatic Leadership o Transformational Leadership Contemporary Leadership Roles o Mentoring o Self-Leadership (or Self-Management) o Team Leadership o Online Leadership o Leading without Authority Contemporary Issues in Leadership o Authentic Leadership o Ethical Leadership o Servant Leadership Learning Outcomes 1. 2. 3. 4. 5. 6. 7. 8. 9. Contrast leadership and management. Summarize the conclusions of trait theories of leadership. Identify the central tenets and main limitations of behavioural theories of leadership. Assess contingency theories of leadership by their level of support. Contrast charismatic and transformational leadership. Identify the leadership roles available to managers. Define authentic leadership. Discuss the requirements of ethical leadership. Define servant leadership. What Is Leadership? Leadership: The ability to influence a group toward the achievement of a vision or set of goals Source of influence may be formal (via position in organization) or not (a variety of people can be called on to perform leadership roles) Non-sanctioned leadership: The ability to influence that arises outside the formal structure of the organization – may be as or more important than formal influence What Is Leadership? Organizations need both strong leadership and strong management Leaders need to challenge the status quo, create visions of the future, and inspire organizational members to achieve their visions Need managers to formulate detailed plans, create efficient organizational structures, and oversee day-to-day operations Leadership as Supervision Three general types of theories: o Trait Theories: Are leaders different from others? o Behavioural Theories: Do leaders behave in particular ways? o Contingency Theories: Does the situation matter? Trait Theories 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 Leadership traits: o Extroversion o Conscientiousness o Openness o Emotional Intelligence (Qualified) Traits can predict leadership, but they are better at predicting leader emergence than effectiveness Behavioural Theories of Leadership Theories proposing that specific behaviours differentiate leaders from non-leaders Differences between theories of leadership: o Trait theory: leadership is inherent, so we must identify the leader based on his or her traits o Behavioural theory: leadership is a skill set and can be taught to anyone, so we must identify the proper behaviours to teach potential leaders Important Behavioural Studies Ohio State Studies o Found two key dimensions of leader behaviour: Initiating structure – the defining and structuring of roles Consideration – job relationships that reflect trust and respect University of Michigan Studies o Also found two key dimensions of leader behaviour: o Employee-oriented – emphasizes interpersonal relationships and is the most powerful dimension o Production-oriented – emphasizes the technical aspects of the job o 1. 2. 3. 4. Leader: needs to give clear and specific directions Telling (high task, low relationship) Selling (high task, high relationship) Participating (low task, high relationship) Delegating (low task, low relationship) Path-Goal Guidelines to Be Effective Determine the outcomes subordinates want. o e., good pay, job security, interesting work, and autonomy to do one’s job, etc. Reward individuals with their desired outcomes when they perform well. Be clear with expectations. o Let individuals know what they need to do to receive rewards (the path to the goal). o Remove barriers that prevent high performance. o Express confidence that individuals have the ability to perform well. Path-Goal Leadership Styles Directive o Informs subordinates of expectations, gives guidance Supportive o Friendly and approachable, shows concern for the status, well-being, and needs of subordinates Participative o Consults with subordinates, solicits suggestions, takes suggestions into consideration Achievement oriented o Sets challenging goals, expects subordinates to perform at highest level, continuously seeks improvement in performance, has confidence in highest motivations of employees Inspirational Leadership The focus is leader as communicator who inspires others to act beyond their immediate selfinterests Two contemporary leadership theories Links past, present, and future 2. Leader communicates high performance expectations and confidence in follower ability 3. Leader conveys a new set of values by setting an example 4. Leader engages in emotion-inducing and often unconventional behaviour to demonstrate convictions about the vision Charismatic Leadership Issues Importance of vision o Must be inspirational, value-centred, realizable, and given with superior imagery and articulation Charismatic effectiveness and situation o Charisma works best when: The follower’s task has an ideological component There is a lot of stress and uncertainty in the environment The leader is at the upper level of the organization Followers have low self-esteem and self-worth Dark side of charisma o Ego-driven charismatic leaders allow their self-interest and personal goals to override the organization’s goals Beyond Charisma: Level 5 Leaders Very effective leaders who possess the four typical leadership traits o Individual capability o Team skills o Managerial competence o Ability to stimulate others to high performance Plus one critical new trait… o A blend of personal humility and professional will o Personal ego needs are focused toward building a great company o Take responsibility for failures and give credit to others for successes Transactional & Transformational Leadership Transactional Leaders o Leaders who guide or motivate their followers in the direction of established goals by clarifying role and task requirements Transformational Leaders o Inspire followers to transcend their own self-interests for the good of the organization; they can have a profound and extraordinary effect on followers Not opposing, but complementary, approaches to leadership o Best leaders are a mix of both; only one type is not enough for success Characteristics of Transactional Leaders Contingent reward Contracts exchange of rewards for effort, promises rewards for good performance, recognizes accomplishments Management by exception (active) o Watches and searches for deviations from rules and standards, takes corrective action Management by exception (passive) o Intervenes only if standards are not met Laissez-faire leader o Abdicates responsibilities, avoids making decisions o Characteristics of Transformational Leaders Idealized influence o Provides vision and sense of mission, instills pride, gains respect and trust Inspirational motivation o Communicates high expectations, uses symbols to focus efforts, expresses important purposes in simple ways Intellectual stimulation o Promotes intelligence, rationality, and careful problem solving Individualized consideration o Gives personal attention, treats each employee individually, coaches, advises Issues with Transformational Leadership Basis for Action o o Conflict managers Coaches Online Leadership Identification-Based Trust o based on a mutual understanding of each other’s intentions and appreciation of each other’s wants and desires Leadership at a Distance o Negotiations can be hindered because parties express lower levels of trust o Good leadership skills – include the ability to communicate support, trust, and inspiration through electronic communication o Accurately read emotions in others’ messages o Writing skills are likely to become an extension of interpersonal skills Benefits of Leading without Authority Latitude for creative deviance o Easier to raise questions Issue focus o Freedom to focus on single issue, rather than many issues Front-line information o Often closer to the people who have the information Leading without authority simply means exhibiting leadership behaviour even though you do not have a formal position or title that might encourage others “to obey.” The benefits are: Latitude for creative deviance. Because one does not have authority, and the trappings that go with authority, it is easier to raise harder questions and look for less traditional solutions. Issue focus. Leading without authority means that one can focus on a single issue, rather than be concerned with the myriad issues that those in authority face. Front-line information. Leading without authority means that one is closer to the detailed experiences of some of the stakeholders. Thus more information is available to this kind of leader. Contemporary Issues in Leadership Authentic Leadership Ethical Leadership Servant Leadership Authentic Leadership Authentic Leaders People who know who they are, know what they believe in and value, and act on those values and beliefs openly and candidly o Primary quality: trust Build trust by: o Sharing information o Encouraging open communication o Sticking to their ideals o Ethics and leadership intersect Transformational leadership has ethical implications – change the way followers think Charisma has ethical implications – unethical leaders use their charisma to enhance power over followers, directed toward self-serving ends Ethical leadership reduces interpersonal conflict and increases organizational citizenship behaviours Need to set high ethical standards and model them Ethical Leadership Socialized Charismatic Leadership o Leadership that conveys values that are other-centred versus self-centred by leaders who model ethical conduct Four cornerstones to a “moral foundation of leadership”: o o Truth telling Promise keeping o o Fairness Respect for the individual Servant Leadership Servant leaders go beyond their self-interest and focus on opportunities to help followers grow and develop Don’t use power to achieve ends; emphasize persuasion Accept stewardship and actively develop followers’ potential Results in higher level of commitment to supervisor, self-efficacy, and perception of justice Global Implications Brazil - Team-oriented, participative, and humane. France - Relatively task-oriented, will do best and can make decisions in a relatively autocratic manner Egypt - Participative yet demonstrate one’s status. The leader should ask employees for their opinions, try to minimize conflicts, and not be afraid to take charge and make the final decision (after consulting team members) China -Chinese culture emphasizes being polite, considerate, and unselfish, but it also has a high-performance orientation - Studies suggest that a moderately participative style may work best with Chinese employees Summary
Chapter 11 - Lecture notes 11
Course: Organizational Behavior (BUS1021)
University: Conestoga College
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