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!