robbins organization behaviour 13-chapter 13
DESCRIPTION
TRANSCRIPT
Bob StretchSouthwestern College
Robbins & Judge
Organizational Behavior13th Edition
Contemporary Issues in LeadershipContemporary Issues in Leadership
13-1© 2009 Prentice-Hall Inc. All rights reserved.
Chapter Learning ObjectivesChapter Learning Objectives After studying this chapter, you should be able to:
– Show how framing influences leadership effectiveness.– Define charismatic leadership and show how it influences
followers.– Contrast transformational with transactional leadership and discuss
how transformational leadership works.– Define authentic leadership and show why ethics and trust are vital
to effective leadership.– Identify the three types of trust.– Demonstrate the importance of mentoring, self-leadership, and
virtual leadership to our understanding of leadership.– Identify when leadership may not be necessary.– Explain how to find and create effective leaders.– Assess whether charismatic and transformational leadership
generalizes across cultures.
© 2009 Prentice-Hall Inc. All rights reserved. 13-2
Inspirational Approaches to LeadershipInspirational Approaches to Leadership
The focus is leader as communicator
Framing:– A way of communicating that shapes
meaning
– Selective highlighting of facts and events
– Ignored in traditional leadership studies
Two contemporary leadership theories: – Charismatic Leadership
– Transformational Leadership© 2009 Prentice-Hall Inc. All rights reserved. 13-3
Charismatic LeadershipCharismatic Leadership
House’s Charismatic Leadership Theory:– Followers make attributions of heroic or extraordinary
leadership abilities when they observe certain behaviors
Four characteristics of charismatic leaders:– Have a vision
– Are willing to take personal risks to achieve the vision
– Are sensitive to follower needs
– Exhibit behaviors that are out of the ordinary
Traits and personality are related to charisma People can be trained to exhibit charismatic behaviors
© 2009 Prentice-Hall Inc. All rights reserved. 13-4
E X H I B I T 13-1E X H I B I T 13-1
How Charismatic Leaders Influence FollowersHow Charismatic Leaders Influence Followers A four-step process:
1. Leader articulates an attractive vision
• Vision Statement: A formal, long-term strategy to attain goals
• Links past, present, and future
1. Leader communicates high performance expectations and confidence in follower ability
2. Leader conveys a new set of values by setting an example
3. Leader engages in emotion-inducing and often unconventional behavior to demonstrate convictions about the vision
© 2009 Prentice-Hall Inc. All rights reserved. 13-5
Charismatic Leadership IssuesCharismatic Leadership Issues
Importance of vision– Must be inspirational, value-centered, realizable, and given
with superior imagery and articulation
Charismatic effectiveness and situation– Charisma works best when:
• The follower’s task has an ideological component
• There is a lot of stress and uncertainty in the environment
• The leader is at the upper level of the organization
• Followers have low self-esteem and self-worth
Dark Side of Charisma– Ego-driven charismatics allow their self-interest and
personal goals to override the organization’s goals
© 2009 Prentice-Hall Inc. All rights reserved. 13-6
Beyond Charisma: Level-5 LeadersBeyond Charisma: Level-5 Leaders
Very effective leaders who possess the four typical leadership traits – Individual competency
– Team skills
– Managerial competence
– Ability to stimulate others to high performance
Plus one critical new trait… – A blend of personal humility and professional will
– Personal ego needs are focused toward building a great company
– Take responsibility for failures and give credit to others for successes
© 2009 Prentice-Hall Inc. All rights reserved. 13-7
Transactional & Transformational LeadershipTransactional & Transformational Leadership
Transactional Leaders– Leaders who guide or motivate their followers in the
direction of established goals by clarifying role and task requirements
Transformational Leaders– Inspire followers to transcend their own self-interests for the
good of the organization; they can have a profound and extraordinary effect on followers
Not opposing, but complementary, approaches to leadership– Great transformational leaders must also be transactional;
only one type is not enough for success
© 2009 Prentice-Hall Inc. All rights reserved. 13-8
Characteristics of the Two Types of LeadersCharacteristics of the Two Types of Leaders
Transactional Contingent Reward:
– Contracts exchange of rewards for effort, promises rewards for good performance, recognizes accomplishments
Management by Exception:– Active: Watches and searches
for deviations from rules and standards, takes corrective action
– Passive: Intervenes only if standards are not met
Laissez-Faire: – Abdicates responsibilities,
avoids making decisions
Transformational
Idealized Influence: – Provides vision and sense of
mission, instills pride, gains respect and trust
Inspiration:– Communicates high expectations,
uses symbols to focus efforts, expresses important issues simply
Intellectual Stimulation:– Promotes intelligence, rationality,
and problem solving Individualized Consideration:
– Gives personal attention, coaches, advises
© 2009 Prentice-Hall Inc. All rights reserved. 13-9
E X H I B I T 13-2E X H I B I T 13-2
Full Range of Leadership ModelFull Range of Leadership Model
Leadership styles listed from passive to very active
Note the ineffective styles are mostly transactional
It is all about influencing followers
© 2009 Prentice-Hall Inc. All rights reserved. 13-10
E X H I B I T 13-3E X H I B I T 13-3
Issues with Transformational LeadershipIssues with Transformational Leadership
Basis for Action:– Transformational leadership works by encouraging followers
to be more innovative and creative and by providing ambitious goals
Evaluation Based on the Research:– This theory does show high correlations with desired
outcomes
– This style of leadership can be taught
Transformational vs. Charismatic Leadership:– Similar concepts, but transformational leadership may be
considered a broader concept than charisma.
– Instrument-based testing shows the measures to be roughly equivalent
© 2009 Prentice-Hall Inc. All rights reserved. 13-11
Authentic Leadership: Ethics and TrustAuthentic Leadership: Ethics and Trust
Authentic Leaders:– Ethical people who know who they are, know what they
believe in and value, and act on those values and beliefs openly and candidly
– Primary quality is trust
Build trust by:– Sharing information
– Encouraging open communication
– Sticking to their ideals
Still a new topic; needs more research
© 2009 Prentice-Hall Inc. All rights reserved. 13-12
Ethics, Trust, and LeadershipEthics, Trust, and Leadership
Ethics touch on many leadership styles– As the moral leaders of organizations, CEOs must
demonstrate high ethical standards
– Socialized charismatic leadership: leaders who model ethical behaviors
Trust:– The positive expectation that another person will not act
opportunistically
– Composed of a blend of familiarity and willingness to take a risk
– Five key dimensions: integrity, competence, consistency, loyalty, and openness
© 2009 Prentice-Hall Inc. All rights reserved. 13-13
E X H I B I T 13-4E X H I B I T 13-4
Five Key Dimensions of TrustFive Key Dimensions of Trust
© 2009 Prentice-Hall Inc. All rights reserved. 13-14
Integrity– Honesty and truthfulness
Competence– An individual’s technical and interpersonal
knowledge and skills Consistency
– An individual’s reliability, predictability, and good judgment in handling situations
Loyalty– The willingness to protect and save face for
another person Openness
– Reliance on the person to give you the full truth
Three Types of TrustThree Types of Trust
© 2009 Prentice-Hall Inc. All rights reserved. 13-15
Deterrence-based Trust– Trust based on fear of reprisal if the
trust is violated
Knowledge-based Trust– Trust based on behavioral predictability
that comes from a history of interaction
Identification-based Trust– Trust based on a mutual understanding
of one another’s intentions and appreciation of the other’s wants and desires
Basic Principles of TrustBasic Principles of Trust
Mistrust drives out trust
Trust begets trust
Trust can be regained
Mistrusting groups self-destruct
Mistrust generally reduces productivity
© 2009 Prentice-Hall Inc. All rights reserved. 13-16
Contemporary Leadership Roles: MentoringContemporary Leadership Roles: Mentoring
Mentor:– A senior employee who sponsors and supports a less-
experienced employee (a protégé)
– Good teachers present ideas clearly, listen, and empathize
– Two functions: • Career
– Coaching, assisting, sponsoring
• Psychosocial
– Counseling, sharing, acting as a role model
– Can be formal or informal
– Mentors tend to select protégés who are similar to them in background: may restrict minorities and women
© 2009 Prentice-Hall Inc. All rights reserved. 13-17
Contemporary Leadership Roles: Self-LeadershipContemporary Leadership Roles: Self-Leadership
Self-Leadership– A set of processes through which individuals
control their own behavior
– Effective leaders (superleaders) help followers to lead themselves
– Important in self-managed teams
To engage in self-leadership:1. Make a mental chart of your peers and
colleagues
2. Focus on influence and not on control
3. Create opportunities; do not wait for them
© 2009 Prentice-Hall Inc. All rights reserved. 13-18
Contemporary Leadership Roles: Online LeadershipContemporary Leadership Roles: Online Leadership
Leadership at a Distance: Building Trust
– The lack of face-to-face contact in electronic communications removes the nonverbal cues that support verbal interactions.
– There is no supporting context to assist the receiver with interpretation of an electronic communication.
– The structure and tone of electronic messages can strongly affect the response of receivers.
– An individual’s verbal and written communications may not follow the same style.
– Writing skills will likely become an extension of interpersonal skills.
© 2009 Prentice-Hall Inc. All rights reserved. 13-19
A Challenge to the Leadership ConstructA Challenge to the Leadership Construct
Attribution Theory of Leadership
– The idea that leadership is merely an attribution that people make about other individuals
– Qualities attributed to leaders:• Leaders are intelligent, outgoing, have strong verbal skills, are
aggressive, understanding, and industrious.
• Effective leaders are perceived as consistent and unwavering in their decisions.
• Effective leaders project the appearance of being leaders.
© 2009 Prentice-Hall Inc. All rights reserved. 13-20
Another Challenge to the Leadership ConstructAnother Challenge to the Leadership Construct
Substitutes and Neutralizers for Leadership
© 2009 Prentice-Hall Inc. All rights reserved. 13-21
Relationship- Task-oriented oriented
Defining Characteristics Leadership Leadership Individual
Experience/training No effect on Substitutes forProfessionalism Substitutes for Substitutes forIndifference to rewards Neutralizes Neutralizes
Job
Highly structured task No effect on Substitutes forProvides its own feedback No effect on Substitutes forIntrinsically satisfying Substitutes for No effect on
Organization
Explicit formalized goals No effect on Substitutes forRigid rules and procedures No effect on Substitutes forCohesive work groups Substitutes for Substitutes for
So
urc
e:
Bas
ed
on
S. K
err
an
d J
. M
. Je
rmie
r, “
Su
bst
itu
tes
fo
r L
ea
de
rsh
ip:
Th
eir
Me
an
ing
an
d M
eas
ure
me
nt,
” O
rga
niz
ati
on
al
Beh
av
ior
an
d H
um
an
P
erfo
rma
nc
e, D
ec
em
be
r 19
78
, p
. 3
78
.
E X H I B I T 13-5E X H I B I T 13-5
Finding and Creating Effective LeadersFinding and Creating Effective Leaders Selection
– Review specific requirements for the job– Use tests that identify personal traits associated with
leadership, measure self-monitoring, and assess emotional intelligence
– Conduct personal interviews to determine candidate’s fit with the job
– Keep a list of potential candidates Training
– Recognize that all people are not equally trainable– Teach skills that are necessary for employees to become
effective leaders– Provide behavioral training to increase the development
potential of nascent charismatic employees
© 2009 Prentice-Hall Inc. All rights reserved. 13-22
Global ImplicationsGlobal Implications
Certain types of leadership behaviors work better in some cultures than in others
Charismatic/Transformational Leadership– Seems to work across cultures
– May be an “universal” aspect of leadership in its focus on:• Vision and foresight
• Providing encouragement
• Trustworthiness
• Dynamic, positive, and proactive traits
Globalization may be the cause of these common concerns – we may be able to train a “universal” manager, if that person is culturally sensitive!
13-23© 2009 Prentice-Hall Inc. All rights reserved.
Summary and Managerial ImplicationsSummary and Managerial Implications
Companies are looking for transformational leaders – even if they only “look the part”
Transformational style crosses borders reasonably well
Effective managers must build trust with those they lead
Leadership selection and training are important to long-term success
13-24© 2009 Prentice-Hall Inc. All rights reserved.
All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any
means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher. Printed in the
United States of America.
Copyright ©2009 Pearson Education, Inc. Publishing as Prentice Hall