Download - OB: leadership
Organizational Behavior Seminar Presentation
Instructor: Prof. Norihiko Takeuchi
Speaker: William (LIU, Shih-Wei)
Leadership
Who you want to work for?
Leader A Leader F
Cares about achievement
Humble background
No sexual indulgence
Vegetarian/ No liquor
Cares about fame
Highborn
Numerous affairs
Alcoholic
What Are the Differences Between Leaders and Managers?
Leadership vs. Management
Leadership• About coping with
change
• Establish direction, align resources and inspire
Management• About coping with
complexity
• Brings about order and consistency
Leadership vs. Management
Leadership Activity Management
Establishing direction and vision for the
organization
Creating an agenda Planning and budgeting, allocating resources
Aligning people through communications and actions that provide
direction
Developing a human network for achieving the
agenda
Organizing and staffing, structuring and
monitoring implementation
Motivating and inspiring by satisfying needs
Executing plans Controlling and problem solving
Produces useful change and new approaches to
challenges
Outcomes Produces predictability and order and attains
results
“Leadership is the process of influencing a group toward the achievement of goals.”
Leadership vs. Management
People with both leaderships and managerial skills are suitable for becoming CEOs.
Leadership vs. Management
Traits of Leaders
Differentiate leaders from non-leaders by focusing on personal qualities and characteristics.
Trait Theories
Trait TheoriesJudge, T. A., et al. 87(4): 765-780.
E
A
NO
C
Trait Theories
Trait Theories
Judge, T. A., et al. 87(4): 765-780.
• Extraversion related strongest to leadership
• Conscientiousness and openness to experience also strongly related to leadership
• Traits are better at predicting leader emergence than leader effectiveness
Trait Theories
Behaviors of Leaders
• Initiating structure - attempts to organize work, work relationships, and goals
• Consideration - concern for followers’ comfort, well-being, status, and satisfaction
Ohio State Studies
• Production-oriented - emphasize the technical or task aspects of the job
• Employee-oriented - emphasize interpersonal relations
University of Michigan Studies
Blake and Mouton’s Managerial Grid®
Country Club
Impoverished
Middle of the road
Authority Compliance
Team Manager
• Concern for Production - better performance, but low satisfaction and high absences
• Concern for People - low performance, but high satisfaction and low absences
Behavior Theory
Situational Approaches of Leadership
Contingence
Leader-member relations
Task structure
Position Power
Fiedler Leadership Model
Leadership style
Fiedler Leadership Model
Low Control
Moderate Control
High Control
Fiedler Leadership Model
Task Relationship Task
Leader-Member Exchange Theory
“With 1,000 data points, it would be near impossible not to find in it a certain number of “significant” correlations of sorts.”
-Nassim Taleb
How Could They?
How to Get Charisma?
Charisma
Vision
Behavior
Need
Risk
Charismatic Leadership
• Articulates an appealing vision
• Communicates high performance expectations and expresses confidence
• Conveys, through words and actions
• Engages in emotion-inducing behaviors
Charismatic Leadership
$ 6,000
Problematic CEOs
Jeffrey Skilling
Problematic CEOs
Tsuyoshi Kikukawa
Transformation and transaction
• Transactional leaders - motivate their followers in the direction of established goals
• Transformational leaders - inspire followers to transcend their own self-interests
Transformational Leadership
Transformational Leadership
Authentic and Ethics Leaderships
Challenges for Leaders
• Company performance DID lead to perceptions of charisma
Attribution theory of leadership
Stan O’ Neal
Substitutes for leadership
Trained/ Experienced Need Leaders?
A case at P&G: A new face for CEO
Durk Jager A.G. Lafley
Who you want to work for?
Adolf Hitler Franklin D. Roosevelt
Thanks for Your Attention!