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11-3 Shared Leadership The view that leadership is broadly distributed rather than assigned to one person Employees are leaders when they champion change in the company or team Shared leadership calls for: Formal leaders willing to delegate power Collaborative culture – employees support each other Employee ability to influence through persuasionTRANSCRIPT
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Copyright © 2012 by The McGraw-Hill Companies, Inc. All rights reserved.McGraw-Hill/Irwin
Leadership in Organizational Settings
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11-2
Leadership Defined
Leadership is the ability to influence, motivate, and enable others to contribute toward the effectiveness of the organizations of which they are members
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11-3
Shared LeadershipThe view that leadership is broadly distributed rather than assigned to one person
Employees are leaders when they champion change in the company or team
Shared leadership calls for:Formal leaders willing to delegate powerCollaborative culture – employees support each otherEmployee ability to influence through persuasion
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11-4
LeadershipLeadershipPerspectivesPerspectives
Competency Competency PerspectivePerspective
Contingency Contingency PerspectivePerspective
Implicit Implicit Leadership Leadership PerspectivePerspective
Transformational Transformational PerspectivePerspective
Perspectives of Leadership
Behavioral Behavioral PerspectivePerspective
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11-5
Self-conceptSelf-concept
DriveDrive
• Positive self-evaluation• High self-esteem and self-efficacy• Internal locus of control
• Inner motivation to pursue goals• Inquisitiveness, action-oriented
IntegrityIntegrity• Truthfulness• Consistency in words and actions
PersonalityPersonality• Extroversion, conscientiousness
(and other traits)
Eight Leadership Competencies
more
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11-6
Cognitive/Cognitive/practical practical
IntelligenceIntelligence
• Above average cognitive ability• Able to solve real-world problems
Knowledge ofKnowledge ofthe Businessthe Business
• Understands external environment• Aids intuitive decision making
Eight Leadership Competencies (con’t)
Leadership Leadership MotivationMotivation
• High need for socialized power to achieve organizational goals
Emotional Emotional IntelligenceIntelligence
• Perceiving, assimilating, understanding, and regulating emotions
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11-7
Authentic Leadership
Know YourselfKnow Yourself
• Engage in self-reflection
• Feedback from trusted sources
• Know your life story
Be YourselfBe Yourself
• Develop your own style
• Apply your values
• Maintain a positive core self-evaluation
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11-8
Leader Behavior Perspective People-oriented behaviors
• Showing mutual trust and respect • Concern for employee needs• Looks out for employee well-being
Task-oriented behaviors• Assign specific tasks• Ensure employees follow rules• Set “stretch goals” to achieve performance capacity
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11-9
Path-Goal Leadership ModelEmployeeEmployee
ContingenciesContingencies
EnvironmentalEnvironmentalContingenciesContingencies
LeaderLeaderBehaviorsBehaviors
• Directive• Supportive• Participative
• Achievement-oriented
Leader Leader EffectivenessEffectiveness
• Employee motivation
• Employee satisfaction
• Acceptance of leader
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11-10
Other Contingency Leader Theories Situational Leadership Model
• Effective leaders vary style with follower’s combined motivation and ability
• Leader styles – telling, selling, participating, and delegating
• Popular model, but lacks research support
Fiedler’s Contingency Model• Leadership style is stable -- based on personality• Best style depends on situational control• Theory has problems, but uniquely points out
inflexibility of leadership style
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11-11
Transformational Leadership Elements
1. Create a strategic vision• Depicts an attractive future
- motivates and bonds employees
• Leader champions the vision
2. Communicate the vision• Frame message around a
grand purpose• Create a shared mental
model of the future• Use symbols, metaphors
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11-12
Transformational Leadership Elements (con’t)
3. Model the vision• Walk the talk• Symbolize/demonstrate the
vision through behavior• Builds employee trust in the
leader
4. Build commitment to the vision• Increased through
communicating and modeling the vision
• Increased through employee involvement in shaping the shared vision
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11-13
Implicit Leadership Perspective
Follower perceptions of characteristics of effective leaders
1.Leadership prototypes• Preconceived image of an effective leader• Template to evaluate leader effectiveness
2.Romance of leadership effect• Amplify effect of leaders on organizational results• Fundamental attribution error• Need for situational control
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11-14
Cultural Issues in Leadership Societal cultural values and practices affect
leaders:• Shape leader’s values/norms• Influence decisions and actions• Shape follower prototype of effective leaders
Some leadership styles are universal, others differ across cultures• “Charismatic visionary” seems to be universal• Participative leadership works better in some
cultures than others
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11-15
Gender Issues in Leadership
Male and female leaders have similar task- and people-oriented leadership.
Participative leadership style is used more often by female leaders.
Evaluating female leaders• Still receive negative evaluations as leader due to
prototypes and gender stereotypes• But evidence that they are good at emerging
leadership styles (coaching, teamwork)