ob - leadership

Krietner/Kinicki, 2009

LeadershipBUSA 220

Professor Wallace


Definitions

“Leadership is the inspiration and mobilization of others to

undertake collective action in pursuit of the common good.”

Crosby & Bryson, 2005

“Leaders’ influence will turn on their own qualities of

character, expertise, prestige, intelligence, charm and

credibility, but these will have little impact unless they

engage the relevant needs and motivations of the persons

being influenced.

James McGregor Burns, 1978


Studying Leadership

• Trait approaches

• Behavioral approaches

• Contingency approaches

• Transformational Approaches

• Emerging Approaches


Not the Same Thing!Leadership

• Influencing and changing behavior.

• Inspiring a vision

• Manage people

• Understanding power & influence

• Putting people first!

• Acting decisively

Management• Stewardship and

accountability

• Executing plans

• Managing resources

• Planning, controlling

• Putting customers first

• Acting responsibly


Leadership vs. Management


Intersection of High Performance

Leaders who also manage,

or

Managers who also lead

• Inspire & Motivate

• Manage People• Are Decisive• Create a Vision

Leaders Managers• Are Accountable• Execute• Manage Resources• Plan, organize, direct,

control


Leadership Traits

• “Great Man” approach– Attempt to identify relatively stable,

enduring dispositional attributes that leaders possess

• Implicit Leadership Theory– Beliefs about how leaders should

behave and should do for their followers

• Emotional Intelligence– Ability to manage oneself and one’s

relationships in mature and

constructive ways.


Key Positive Leadership Traits

• Intelligence

• Self-confidence

• Determination

• Honesty/Integrity

• Sociability

• Extroversion

• Conscientiousness

• Problem solving skills


Traits That Aren’t Leadership

• Incompetent

• Rigid

• Intemperate

• Callous

• Corrupt

• Insular

• Evil

• Self Centered


Trait Practical Implications• Personal– Predispositions: Personality tests and other trait

assessments will reveal predispositions (Remember your Big 5?)

– Development Plans: However, targeted plans aimed at adapting and learning new behaviors can be effective ways to develop leadership talent

• Organizational– Use valid measures of job-related traits to select

employees

– Create management development programs


Ohio State Behavioral Studies

Low Consideration High ConsiderationBehavior Behavior

Low Initiating High InitiatingStructure Behavior Structure Behavior


Ohio State – 4 Leadership Styles

Seeks input from others before taking

action; gets consensus

High

High

Low

Low

Sh

owin

g C

onsi

der

atio

n

Initiating Structure

Passive, noncommittal, low impact on followers

Takes charge, structures employees

tasks

Emphasizes reaching the goal while welcoming

suggestions and encouraging consensus


What Do You Think?Natalia tends to ensure her team is on board with any decision she makes. The productivity of her team is below the level of other teams in her business unit. Based on the Ohio State leadership studies Natalia is probably:

a. High on consideration, high on initiating structure

b. High on consideration, low on initiating structure

c. Low on consideration, low on initiating structure

d. Low on consideration, high on initiating structure


• The only thing we know about the future is that it will be different.

• One cannot manage change. One can only be ahead of it.

• Management by objective works if you know the objectives. Ninety percent of the time you don't.

• The purpose of an organization is to enable common men to do uncommon things.

Peter F. Drucker (1909-2005)


Peter Drucker’s Leadership List

1. Determine what needs to be done.

2. Determine the right thing to do for the welfare of the entire

enterprise

3. Develop action plans

4. Take responsibility for decisions.

5. Take responsibility for communicating action plans

6. Focus on opportunities rather than problems.

7. Run productive meetings

8. Think and say “we” rather than “I”.

9. Listen first, speak last.


Behavioral Theory Key Points

• Challenged assumption that leaders are born, not made

• Defined “leadership” in actual behaviors

• There is no one best style of leadership – depends on the situation

• An “effective” leader behavior can be misused and have negative consequences for employees


Fiedler’s Contingency Theory

• Effective traits and

behaviors depend on the

situation.– Premise: There must be a match

between the leader’s style and

the demands of the situation for

the leader to be effective.

– Assumption: Leadership style

does not change. If a mismatch

occurs between style and the

situation, change the situation.Graphic Source: Wordpress

http://ijustcantwaittobeking.wordpress.com/2012/02/24/leadership-theories/


Fiedler’s 3 Variables

1. Leader-Member

Relationship

2. Task Structure

3. Position Power


What’s Your Experience?

Have you been in a situation where, as a leader, one of these situational factors were not in your favor?

• If Yes, was it more practical to _________ in response to the situation

a. change the situation

b. change your behaviors

• Do you agree that leaders have one dominant style?


Fiedler’s Contingency ModelSituational

ControlHigh Control Situations Moderate Control

Situations

Low Control

Situations

Leader-member relations

Good Good Good Good Poor Poor Poor Poor

Task Structure

High High Low Low High High Low Low

Position Power

Strong Weak Strong Weak Strong Weak Strong Weak

Situation I II III IV V VI VII VIII

Optimal Leadership

Style

Task-motivated Leadership

Relationship-Motivated Leadership

Task-Motivated Leadership


Fiedler: Key Points• Leadership effectiveness is comprised of:– Traits,

– Behaviors, and

– Situational factors

• Organization implications– Give some consideration to the situational context when

placing people in leadership roles

– Poor leadership in one context may not mean poor leadership in a different situation

– Organization’s should provide training/mentoring to increase leaders’ adaptability


House’s Revised Path-Goal TheoryEmployee

Characteristics Locus of control Task ability Need for

achievement Experience Need for clarity

Leader Behaviors

Path-goal clarifying

Achievement oriented

Work facilitation Supportive Interaction

facilitation Group oriented-

decision making Representation and

networking Value based

Leader Behaviors

Employee motivation

Employee satisfaction

Employee performance

Leader acceptance Work-unit

performance

Leadership Effectiveness

Environmental Factors

Task structure Work group

dynamics

Environmental Factors

Employee Characteristics


The Full Range of Leadership

Laissez Faire

Management By Exception(Passive/Aggressive)

Transactional (ContingentReward)

Transformational/Servant

(Avolio 1999; Bass & Riggio, 2006)


The Full Range of Leadership


Leader’s Self Knowledge

Directly impacts followers:• Job satisfaction• Engagement• Autonomy• Adaptability• Cohesiveness• Collaboration


Transactional vs. Transformational

• Transactional Leadership focuses on clarifying employees’ roles and providing rewards contingent on performance

• Appeals to what followers want (rewards)

• Transformational Leadership transforms employees to pursue organizational goals over self-interest

• Appeals to followers’ values, beliefs, self-concept


Transformational Leadership

Inspirational motivation

Idealized Attributes

Idealized Behavior

Individualized consideration

Intellectual stimulation

Traits

Life Experiences

Organizational Culture

Ind. & Org. Characteristics

Leader behavior

Effects on followers and work groups

Outcomes

Increased identification with the leader

Increased intrinsic motivation, achievement orientation, and goal pursuit

Increased cohesion among workgroup members

Personal commitment to leader and vision

Self-sacrificial behavior

Organizational commitment

(Avolio 1999; Bass & Riggio, 2006)


Idealized Influence

• Admiration, trust & respect• “Modeling the way”• Joint risk & empowerment• Vision, passion & integrity• Moral standards

(Bass & Riggio, 2006; Kouzes & Posner, 2007; Avolio, 1999; Bennis, 2009; Northouse, 2007; Senge, et al., 1994).


Inspirational Motivation

• Emotional Symbolism

• Sharing Vision• Engagement• Charismatic• Followers feel

valued

(Bass & Riggio, 2006; Kouzes & Posner, 2007; Avolio, 1999; Barbuto, 2005; Goleman, 1995, 2002; Northouse, 2007; Senge, et al., 1994).


Individualized Consideration

Transformational leadership practices build psychological capital with followers which

enhances their internal motivation and organizational

learning culture.

(Gooty, Gavin, Johnson, Frazier and Snow, 2009)


Intellectual Stimulation

• Organizational learning culture

• Commitment to increased complexity

• Increased individual skill mastery

• Increased OCB

(Joo & Lim, 2009; Gerhardt & Lulzadis, 2009; Gerhardt, Ashenbaum & Newman, 2009).


Organizational Citizenship Behavior

• Rules• Collaboration• Governance• Good Sports• Altruistic• Group and the

Organization over self-interests

(VanYperen, Vandenberg, & Willering, 1999; Krishnan & Arora, 2008).


Organization Citizenship Behavior

• TL + OCB = higher follower performance

• Healthy debate (adaptive conflict) is required

• Leaders behavior is key

• Leaders’ OCB and followers’ OCB are not always equal or directly related.

(Boerner, Eisenbeiss & Gresser, 2007; Heifetz, 1994; Krishnan & Arora, 2008)


LMX: Leader-Member Exchange

Assumption: Leaders do not treat all employees in the same way – it is based on their one-on-one relationship.– In-group exchange: a partnership

characterized by mutual trust, respect and liking

–Out-group exchange: a partnership characterized by a lack of mutual trust, respect and liking


Shared Leadership

… a dynamic interactive influence process among individuals in groups for which the objective is to lead one another to the achievement of group or organizational goals or both.


Robert Greenleaf: Servant Leadership

“The servant-leader is servant first… It begins with the natural feeling that one wants to serve, to serve first. Then conscious choice brings one to aspire to lead. That person is sharply different from one who is leader first, perhaps because of the need to assuage an unusual power drive or to acquire material possessions…The leader-first and the servant-first are two extreme types. Between them there are shadings and blends that are part of the infinite variety of human nature."


Robert Greenleaf: Servant Leadership

"The difference manifests itself in the care taken by the servant-first to make sure that other people’s highest priority needs are being served. The best test, and difficult to administer, is: Do those served grow as persons? Do they, while being served, become healthier, wiser, freer, more autonomous, more likely themselves to become servants? And, what is the effect on the least privileged in society? Will they benefit or at least not be further deprived?"


What Do You Think

Which of the following is true?a. A leader is responsible for the quality of the relationships

with his/her subordinates.

b. Followers who protect their leaders from bad news are appreciated.

c. Followers should focus on doing a good job and not try to learn about their manager’s style, strengths or weaknesses.

d. Followers should build on mutual strengths and adjust to accommodate the leader’s style, goals, expectations and weaknesses.

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