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Chapter 15 Leadership

Chapter 15 Leadership. Objectives. Describe what followers expect of leaders. Differentiate between leadership and management. Identify the traits that distinguish leaders from non-leaders. Summarize the conclusions of behavioral theories of leadership.

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Chapter 15 Leadership

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  1. Chapter 15 Leadership

  2. Objectives • Describe what followers expect of leaders. • Differentiate between leadership and management. • Identify the traits that distinguish leaders from non-leaders. • Summarize the conclusions of behavioral theories of leadership. • Explain why path-goal theory and the leader-member exchange model are contingency theories. 15 -1 Organizational Behavior: An Experiential Approach 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner

  3. …Objectives • Compare and contrast transformational, transactional, laissez-faire, and charismatic leadership. • Describe emotional intelligence. • Explain the role of trust in leadership. • Summarize the relationships between leadership and both culture and gender. 15 -2 Organizational Behavior: An Experiential Approach 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner

  4. Level 5 Leaders • Modest • Quietly determined based on inspired standards rather than charisma • Ambitious for the firm rather than for themselves • Driven to achieve sustained results and success • Give credit to others for success and take blame for failure 15 -3 Organizational Behavior: An Experiential Approach 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner

  5. Leaders - Defined Individuals who… • establish direction for a group • gain the group members’ commitment • motivate them to achieve goals to move in that direction 15 -4 Organizational Behavior: An Experiential Approach 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner

  6. Leadership Point Of View See what needs to be done Understand all underlying forces in a situation Have courage to initiate action and improve things 15 -5 Organizational Behavior: An Experiential Approach 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner

  7. Shared/Distributed Leadership - Defined At different points in time, leadership is rotated. The person with the most relevant skill takes the initiative to influence the group. 15 -6 Organizational Behavior: An Experiential Approach 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner

  8. Lateral Leadership - Defined Colleagues at same hierarchical level collaborate and facilitate joint problem solving. 15 -7 Organizational Behavior: An Experiential Approach 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner

  9. Follower Expectations Of Leaders Competence Honesty Forward-looking Inspiring = CREDIBILITY 15 -8 Organizational Behavior: An Experiential Approach 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner

  10. Are All Managers Leaders? 15 -9 Organizational Behavior: An Experiential Approach 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner

  11. Traits of Successful Business Leaders • Drive • Honesty and integrity • Leadership motivation • Self-confidence • Cognitive ability • Business knowledge • Creativity • Flexibility 15 -10 Organizational Behavior: An Experiential Approach 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner

  12. Behavior Styles In Leadership hi Low People High Task High People High Task Task (initiating structure) Low People Low Task High People Low Task lo People (consideration behavior) hi 15 -11 Organizational Behavior: An Experiential Approach 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner

  13. Examples of Contingency Leadership

  14. Continuum of Leadership Behavior Leader Centered Group Centered Use of authority by leader Area of freedom of the group Leader decides, announces decision “Sells” decision to group Announces decision, permits questions Presents tentative decision, consults group, and decides Presents problem, asks for ideas, decides Presents problem and boundaries, group decides Gives group as much freedom as possible to define problem and decide 15 -12 Organizational Behavior: An Experiential Approach 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner

  15. Path-Goal Theory • Employee Characteristics • Locus of Control • Self-perceived task ability • Need for achievement • Need for clarity • Need for independence • Experience • Leader Behaviors • Path-goal clarifying • Achievement-oriented • Work-facilitation • Supportive • Interaction-facilitation • Group-oriented decision making • Representation and networking • Value-based • Leadership Effectiveness • Employee motivation • Employee satisfaction • Employee performance • Leader acceptance • Work-unit performance • Environmental Characteristics • Task structure • Stressful work • Work group dynamics 15 -13 Organizational Behavior: An Experiential Approach 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner

  16. Leader-Member Exchange Model (LMX) • In-Group • Receives preferential treatment Therefore • More successful • More satisfied • Out-Group • No preferential treatment Therefore • Less successful • Less satisfied Result of leader’s favoritism = Less communication and cooperation between these groups 15 -14 Organizational Behavior: An Experiential Approach 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner

  17. Transformational Leadership • Are value-driven change agents. • Make followers more conscious of the importance and value of task outcomes. • Provide followers with a vision. • Motivate followers to go beyond self-interest for the good of the organization. 15 -15 Organizational Behavior: An Experiential Approach 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner

  18. Effective Leadership Practices • Challenge the process • Inspire a shared vision • Enable others to act • Encourage the heart 15 -16 Organizational Behavior: An Experiential Approach 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner

  19. Full Range of Leadership Styles Follower motivation Job satisfaction Satisfaction w/leader Laissez faire Transactional Transformational (noninterference) Least effective Most effective 15 -17 Organizational Behavior: An Experiential Approach 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner

  20. Transactional Leadership- Defined Transactional leadership is an exchange process in which leaders clarify employee roles and task requirements and then reward or punish followers based on their performance. 15 -18 Organizational Behavior: An Experiential Approach 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner

  21. Charismatic Leadership - Defined Charismatic leaders develop a special relationship with followers who attribute extraordinary or heroic leadership abilities to them. 15 -19 Organizational Behavior: An Experiential Approach 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner

  22. Charismatic Leaders • Are adept at communicating an inspiring vision • Elicit: • High levels of performance • Loyalty • Sacrifice • Enthusiasm 15 -20 Organizational Behavior: An Experiential Approach 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner

  23. Unethical Charismatic Leaders • Motivated by personalized power • Pursue their own vision and goals • Censure critical or opposing views • Encourage blind obedience, dependency, submission • Lack internal moral compass 15 -21 Organizational Behavior: An Experiential Approach 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner

  24. Servant Leaders - Defined Servant leaders are stewards who are responsible for serving, developing, and transforming the organization and its people. 15 -22 Organizational Behavior: An Experiential Approach 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner

  25. Servant Leaders at • Recognize they don’t have all the answers. • Demonstrate sense of humility and vulnerability. • Build capability of company and people. • Advance transformation of self, others, and company. 15 -23 Organizational Behavior: An Experiential Approach 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner

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