leadership in organizational settings mcgraw-hill/irwin copyright © 2013 by the mcgraw-hill...
TRANSCRIPT
Chapter 12
Leadership in Organizational Settings
McGraw-Hill/Irwin Copyright © 2013 by The McGraw-Hill Companies, Inc. All rights reserved.
12-2
The Leadership of Steve Jobs
During his life, Steve Jobs won
numerous awards for his
transformational and charismatic
leadership. The co-founder of
Apple, Inc. and Pixar animation
Studios was equally renowned as
a demanding perfectionist with
less-than-ideal people skills.
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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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Shared Leadership
The view that leadership is broadly distributed, rather than assigned to one person, such that people within the team and organization lead each other. • Employees champion change, ideas, etc.
Shared leadership requirements:• Formal leaders willing to delegate power• Collaborative culture – employees support each
other• Employees able to influence others
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Leadership
Perspectives
Competency Perspective
Contingency Perspective
Implicit Leadership Perspective
Transformational Perspective
Perspectives of Leadership
Behavioral Perspective
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Competency Perspective
Personal characteristics that lead to superior performance in a leadership role
Several competencies now identified as key influences on leadership potential and of effective leaders
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Self-concept
Drive
• Positive self-evaluation• High self-esteem and self-efficacy• Internal locus of control
• Inner motivation to pursue goals• Inquisitiveness, action-oriented
Integrity• Truthfulness• Consistency in words and actions
Personality• Extroversion, conscientiousness
(and other personality dimensions)
Eight Leadership Competencies
more
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Cognitive/ Practical
intelligence
• Above average cognitive ability• Able to solve real-world problems
Knowledge ofthe Business
• Understands external environment• Aids intuitive decision making
Eight Leadership Competencies (con’t)
Leadership Motivation
• Motivation to lead others• High need for socialized power
Emotional Intelligence
• Perceiving, assimilating, understanding, and regulating emotions
12-9
Authentic Leadership at TNT
TNT, the Netherlands-based
express and mail delivery
services company, relies on
“honesty, authentic leadership,
and truly connecting with staff” to
keep the firm humanized. “What
you can do as a company is
emphasize that authentic
leadership is key and explain
what it entails” says TNT’s head
of human resources.
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Authentic Leadership
Know Yourself
• Engage in self-reflection
• Feedback from trusted sources
• Know your life story
Be Yourself
• Develop your own style
• Apply your values
• Maintain a positive core self-evaluation
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Competency Perspective Limitations
1. Implies a universal approach
2. Alternative combinations of competencies might work just as well
3. Leadership is relational, not just something within the person
4. Competencies refer to leadership potential, not performance
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Leader Behavior Perspective
Task-oriented behaviors• Assign work, clarify responsibilities• Set goals and deadlines, provide feedback• Establish work procedures, plan future work
People-oriented behaviors• Concern for employee needs• Make workplace pleasant• Recognize employee contributions• Listen to employees
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Leader Behavior Perspective Limitations
These categories mask subcategories of leader behavior that may be distinct
Assumes best leaders display a high level of both people-oriented and task-oriented styles• But best style seems to depend on the situation
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Servant Leadership
Leaders serve others toward their need fulfillment, personal development, and growth
Described as selfless, egalitarian, humble, nurturing, empathetic, and ethical coaches
Three main features:1. Natural calling to serve others
2. Maintain a humble, egalitarian, accepting relationship
3. Anchor decisions/actions on ethical principles
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Anne Sweeney’s Path-Goal Leadership
Disney/ ABC executive Anne Sweeney has an uncanny ability to provide both task-oriented and people-oriented leadership.
“There's great resolve and strength there.”
“Anne draws upon her optimism and her grace in keeping her focus firmly on the future.”
“[She] asks the tough questions. . . . It trains you to anticipate it.”
“She's very concerned about the people who work for her.”
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Path-Goal Leadership
Effective leaders provide the information, support, and other resources, and ensure that rewards are linked to good performance
Several employee and situational contingencies to determine the best leader style
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Path-Goal Leadership Styles
Directive• Provide psychological structure to jobs• Task-oriented behaviors
Supportive• Provide psychological support• People-oriented behaviors
Participative• Encourage/facilitate employee involvement
Achievement-oriented• Encourage peak performance through goal setting and
positive self-fulfilling prophecy
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Path-Goal Leadership Model
EmployeeContingencies
EnvironmentalContingencies
LeaderBehaviors
• Directive• Supportive• Participative• Achievement-
oriented
Leader Effectiveness
• Employee motivation
• Employee satisfaction
• Acceptance of leader
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Path-Goal Contingencies
Skill and experience• Low: directive and supportive leadership
Locus of control• Internal: participative and achievement leadership• External: directive and supportive leadership
Task structure• Nonroutine: directive and/or participative leadership
Team dynamics• Low cohesion: supportive leadership• Dysfunctional norms: directive leadership
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Other Contingency Leader Theories
Situational Leadership Model• Four styles: telling, selling, participating, delegating• Best style depends on follower ability/motivation• 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 that
leaders have a preferred style, not very flexible
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Leadership Substitutes
Contingencies that limit a leader’s influence or make a particular leadership style unnecessary• e.g.: Training and experience replace task-oriented
leadership
Research evidence: substitutes help, but don’t completely substitute for real leadership
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Transformational, Managerial, and Transactional Leadership Transformational leadership
• Change agents – transforming the organization to fit environment
Managerial leadership• Improving employee performance
and well-being in the current situation
• Applies contingency leadership theories (e.g. path-goal)
Transactional leaders• Influencing followers through
rewards, penalties, and negotiation
Courtesy of Microsoft
12-23
Transformational v. Charismatic Leaders
Some leadership models say charismatic leadership is essential for transformational leadership
Emerging view -- charisma differs from transformational leadership
Charisma is a personal trait that provides referent power• Doesn’t necessarily attempt to change the organization
Transformational leadership is a set of behaviors to bring about change
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Transformational Leadership Model
Developa strategic
vision
Communicate the vision
Model the vision
Build commitment to the vision
Elements of
Transformational
Leadership
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Transformational Leadership Elements
Create a strategic vision• Image of company’s attractive
future• Motivates and bonds employees• Vision may originate from the leader,
employees, or other stakeholders
Communicate the vision• Frame message around a grand
purpose• Shared mental model of the future• Use symbols, metaphors, symbols
Developa strategic
vision
Communicate the vision
Elements of Transformational
Leadership
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Transformational Leadership Elements (con’t)
Model the vision• Walk the talk• Symbolize/demonstrate the
vision through behavior• Employees trust leader more
Build commitment to the vision• By communicating and modeling the vision• Through employee involvement in shaping
the shared vision
Developa strategic
vision
Communicate the vision
Model the vision
Build commitment to the vision
Elements of Transformational
Leadership
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Evaluating Transformational Leadership
Transformational leadership is important• Higher employee satisfaction, performance, org
citizenship, creativity
Transformational leadership limitations• Risk of circular logic
- Some research defines transformational leaders by their success rather than their behavior
• Universal theory- Need a contingency-oriented theory- Need to recognize cultural differences
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Implicit Leadership Perspective
Follower perceptions of characteristics of effective leaders
1. Leadership prototypes• Preconceived beliefs about the features and
behaviors of effective leaders.
2. Romance of leadership effect• Amplify effect of leaders on organizational results• Fundamental attribution error• Need for situational control
12-29
Leading with Ubuntu Values
Barloworld Logistics CEO Isaac Shongwe is keen to imprint Africa’s unique ubuntu value throughout the company’s operations in 26 countries. Ubuntu is the notion of that each of us is a person through others. Thus, ubuntu calls for leadership that emphasizes mutual respect, tolerance, and forgiveness.
12-30
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
12-31
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)