LEADERSHIP

Nyock

UYD1
Définitions: Managers ou leaders ?

« Tous les leaders ne sont pas des managers, tous les

managers ne sont pas des leaders. »
Managers
 Personnes dont la capacité d'influence et le droit de
récompenser ou de blâmer tel ou tel se limitent à
l'autorité formelle inhérente à leur position.
Leaders
 Personnes disposant d'une autorité formelle de
manager et se montrant capables d'influencer autrui et
de mobiliser une collectivité (groupe, équipe,
entreprise) hors du cadre défini par l'autorité formelle.
Leadership et la Confiance
 Leadership et la Confiance

Types de confiance

Confiance de Confiance Confiance

dissuasion d'expérience d'identification
Leadership et la Confiance
Définitions: Managers ou leaders ?

« Tous les leaders ne sont pas des managers, tous les

managers ne sont pas des leaders. »
Managers
 Personnes dont la capacité d'influence et le droit de
récompenser ou de blâmer tel ou tel se limitent à
l'autorité formelle inhérente à leur position.
Leaders
 Personnes disposant d'une autorité formelle de
manager et se montrant capables d'influencer autrui et
de mobiliser une collectivité (groupe, équipe,
entreprise) hors du cadre défini par l'autorité formelle.
Modèles Théoriques

 Les approches du leadership.

– basées sur les Traits personnels.

– basées sur les comportements du leader.

– basées sur la situation.

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La théorie des caractéristiques personnelles du leader

Théories qui consistent à différencier les leaders des

non-leaders sur la base de qualités et de
caractéristiques personnelles.

 Traits du leadership :
• Extraversion
• Application
• Ouverture à
l’expérience
• Intelligence
émotionnelle
Les théories des comportements de leadership
Le Continuum comportemental des leaders
La Grille Managériale de Blake et Mouton(1964)

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Leadership Situationnel

 Les Caractéristiques et comportements du Leader

doivent correspondre aux exigences de la
situation.
 Les principales théories de la contingence:

– La théorie de la contingence de Fiedler (1960).

– La théorie des chaminement critiques de House.
– Le modèle du leadership situationnel de Hersey et
Blanchard.

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Le Modèle de Fidler (1960)

12
La théorie de House (1971)

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Le modèle du leadership situationnel de Hersey et Blanchard (1987)
English Version

15
What are situational contingency approaches to
leadership?
 Path-goal theory predictions (cont.).
– Achievement-oriented leadership will
encourage subordinates to strive for higher
performance standards and to have more
confidence in their ability to meet challenging
goals when subordinates are working at
ambiguous, nonrepetitive tasks.
– Participative leadership will promote
satisfaction on nonrepetitive tasks that allow
for the ego involvement of subordinates.
Organizational Behavior: Chapter 11 16
What are situational contingency approaches to
leadership?

Organizational Behavior: Chapter 11 17

What are situational contingency approaches to
leadership?

Organizational Behavior: Chapter 11 18

 What are attributional approaches to
leadership?
 Attribution theory provides a competing
perspective to the traditional leadership theory
assumption that leadership and its substantive
effects can be identified and measured
objectively.
 Attribution theory suggests that leadership is
influenced by attempts to understand causes of
and assess responsibilities for behavior.
Organizational Behavior: Chapter 11 19
 What are attributional approaches to
leadership?
 Leadership prototypes.
– People’s mental image of what a model leader
should look like.
– Mix of specific and general characteristics.
– Prototypes may differ by country and national
culture.
– The closer that a leader’s behavior matches the
prototype held by the followers, the more
favorable the leader’s relations and key
outcomes.
Organizational Behavior: Chapter 11 20
 What are attributional approaches to
leadership?

 Exaggeration of the leadership difference.

– Top leaders of organizations have little impact
on profits and effectiveness compared to
environmental and industry forces.
– Much of the impact of top leaders is symbolic.
– The romance of leadership refers to people
attributing romantic, almost magical, qualities
to leadership.
Organizational Behavior: Chapter 11 21
What are some emerging leadership perspectives
and why are they especially important in today’s
organizations?

 Charismatic approaches to leadership.

– Charismatic leaders, by force of their personal
abilities, can have a profound and
extraordinary effect on followers.
– Characteristics of charismatic leaders include:
• High need for power.
• High feelings of self-efficacy.
• Conviction in the moral rightness of their beliefs.

Organizational Behavior: Chapter 11 22

 What are some emerging leadership
perspectives and why are they especially
important in today’s organizations?

 Dark side versus bright side of charismatic

leadership.
– Dark side.
• Emphasizes personalized power.
• Leaders focus on themselves.
– Bright side.
• Emphasizes socialized power.
• Leaders empower followers.

Organizational Behavior: Chapter 11 23

What are some emerging leadership perspectives
and why are they especially important in today’s
organizations?

 Conger and Kanungo’s three-stage charismatic

leadership model.
– Stage 1: the leader critically evaluates the status quo.

– Stage 2: the leader formulates and articulates future

goals and a idealized future vision.
– Stage 3: the leader shows how the goals and vision
can be achieved.
Organizational Behavior: Chapter 11 24
 What are some emerging leadership
perspectives and why are they especially
important in today’s organizations?

Organizational Behavior: Chapter 11 25

What are some emerging leadership perspectives
and why are they especially important in today’s
organizations?

 Transactional leadership.
– Involves leader-follower exchanges necessary
for achieving routine performance that is
agreed upon by leaders and followers.
– Leader-follower exchanges involve:
• Use of contingent rewards.
• Active management by exception.
• Passive management by exception.
• Abdicating responsibilities and avoiding decisions.

Organizational Behavior: Chapter 11 26

What are some emerging leadership perspectives
and why are they especially important in today’s
organizations?
 Transformational leadership.
– Leaders broaden and elevate followers’
interests, generate awareness and acceptance
of the group’s mission, and stir followers to
look beyond self-interests.
– Dimensions of transformational leadership.
• Charisma.
• Inspiration.
• Intellectual stimulation.
• Individualized consideration.
Organizational Behavior: Chapter 11 27
What are some emerging leadership perspectives
and why are they especially important in today’s
organizations?
 Leadership in self-managing work teams.
– Leaders provide resources or act as liaisons with other
units but without the trappings of authority associated
with traditional first-line supervisors.
– Conditions for creating and maintaining team
performance.
• Efficient, goal-directed effort.
• Adequate resources.
• Competent, motivated performance.
• A productive, supportive climate.
• Commitment to continuous improvement and adaptation.
Organizational Behavior: Chapter 11 28
What are some emerging leadership perspectives
and why are they especially important in today’s
organizations?
 Can people be trained in the new
leadership?
– People can be trained to adopt new leadership
approaches.
– Leaders can devise improvement programs to
address their weaknesses and work with
trainers to develop their leadership skills.
– Leaders can be trained in charismatic skills.
Organizational Behavior: Chapter 11 29
What are some emerging leadership perspectives
and why are they especially important in today’s
organizations?
 Is new leadership always good?
– Not always good.
– Dark-side charismatics can have negative
effects on followers.
– Not always needed.
– Needs to be used in conjunction with
traditional leadership.
– Applies at all levels of organizational
leadership.
Organizational Behavior: Chapter 11 30