ORGANIZATIONAL BEHAVIOR: LEADERSHIP

TOPIC 10

DEFINITION
LEADERSHIP Influencing, motivating and enabling others to contribute towards the effectiveness and success of the organizations of which they are members. SHARED LEADERSHIP The view that the leadership is broadly distributed rather than assigned to one person, such that people within the team and organization lead each other.

PERSPECTIVE OF LEADERSHIP

COMPETENCY PERSPECTIVE OF LEADERSHIP

Leadership Traits Emotional intelligence Description The leaders ability to monitor his/her own & others emotion, discriminate among them & use the information to guide his/her thoughts and actions The leaders truthfulness & tendency to translate words into deeds. The leaders inner motivation to pursue goals. The leaders need for socialized power to accomplish team or organizational goals. The leaders belief in his/her own leadership skills and ability to achieve objectives. The leaders above average cognitive ability to process and enormous amounts of information. The leaders tacit and explicit knowledge about the companys environment, enabling him/her to make more intuitive decisions.

Integrity Drive Leadership Motivation Self- Confidence Intelligence

Knowledge Of Business

Behavioral Perspective of Leadership

Cluster of leadership behavior
1. People-oriented

Showing mutual trust and respect for subordinate demonstrating a genuine concern for their needs and having a desired to look for their welfare Example: Leaders listen to employee suggestion, do personal favor for employee, support their interest when required etc.

1. Task-oriented

Behavior that define and structure work roles. Establish stretch goals and challenge employee beyond high standard. Example: Leaders assign employees specific task, clarify work duties and procedure, ensures employees follow company rules and push to reach their performance capacity.

CONTIGENCY PERSPECTIVE OF LEADERSHIP

Based on the idea that the most appropriate

leadership style depends on the situation Assume that effective leaders must be both insightful and flexible.

PATH-GOAL THEORY OF LEADERSHIP

A contingency theory of leadership based on expectancy

theory of motivation that relates several leadership styles to specific employee and situational contingencies.

PATH-GOAL LEADERSHIP THEORY

EMPLOYEE CONTIGENCIES Skills and experience Locus of control

LEADER BEHAVIORS Directive Supportive Participative Achievement oriented

LEADER EFFECTIVENESS Employee motivation Employee satisfaction Leader acceptance

ENVIRONMENTAL CONTIGENCIES Task structure Team dynamic

PATH GOAL LEADERSHIP STYLES

1.

DIRECTIVE
provide a psychological structure for subordinates. Includes judicious use of reward and disciplinary actions.

2.

SUPPORTIVE
Provide psychological support for subordinates. Reflects the benefits of social support to help employees cope with stressful situations.

Cont
3. PARTICIPATIVE
decision beyond their normal work activities. 4.
Encourage and facilitate subordinates involvement in

ACHIEVEMENT ORIENTED
Encourage employees to reach their peak performance. E.g. Continuously seeks improvement in employee

performance.

Contingencies of path-goal theory

The path-goal leadership model specifies

two sets of situational variable that moderate the relationship between a leaders style and effectiveness: Employee characteristics Characteristics of the employees work environment

Four contingencies
Skill and experience Locus of control Task structure Team dynamics

Other Contingency Leader Theories

Situational

Fiedlers

Leadership Model (Hersey/Blanchard) Effective leaders vary style with follower readiness Leader styles telling, selling, participating, and delegating

Contingency Model
Leadership style is stable --based on personality Best style depends on situational control -leader-member relations, task structure, position power

TRANSFORMATION PERSPECTIVE OF LEADERSHIP

Transformation Leadership

- A leadership perspective that explain how

leaders change teams or organization by creating, communicating and modeling a vision for the organization or work unit and inspiring employees to strive the vision
Transactional Leadership

- Leadership that help the organization achieve their current objectives more efficient, such as linking job performances to valued rewards and make sure the employees have

TRANSFORMATION VERSUS TRANSACTIONAL LEADERSHIP

TRANSFORMATION LEADERSHIP managing helping organizations achieve their current objectives more efficiently Ship steers company into a better with the surrounding environment. TRANSACTIONAL LEADERSHIP leading- changing the organizations strategies and culture so they fit better with the surrounding environment. Improves the organizations efficiency .

TRANSFORMATION VERSUS CHARISMATIC LEADERSHIP

TRANSFORMATIONS LEADERSHIP Personal trait that provides referent power over followers . Opposite effect they support follower empowerment, which tends to reduce dependence on the leader. CHARISMATIC LEADERSHIP Set of behavior that people use to lead the change process. Produces dependent followers

ELEMENTS OF TRANFORMATIONALS LEADERSHIP

Creating a Strategic Vision.

- Leaders to

shape a strategic vision of realistic and attractive future that bonds employees together and focuses their energy towards a super ordinate organizational goal.
Communicating the Vision

The substances of transformational leadership, then communicating that vision is the process. The vision can bring through symbols, metaphors, stories and others.
-

Modeling the Vision.

- walk the walk by stepping outside the executive suite and doing things that symbolize the vision. - also reliable and persistent in their actions, thereby legitimizing the vision and providing further evidence that they can be trusted.
Building Commitments.

- Transforming vision into reality requires employee commitment. - Leaders demonstrate a can do by enacting their behavior. - Leaders builds commitment by involves in process shaping organization vision.

EVALUATING THE TRANSFORMATIONAL LEADERSHIP PERSPECTIVE

- Subordinates are more satisfied and have

higher affective organizational commitment under transformational leaders. - Performs their jobs better, engage in more organizational citizenship behaviors, and make better or more creative decisions. - currently the most popular leadership perspectives but it faces numbers challenges. - writers engage in cir cular logic by defining transformational leadership in

Implicit Leadership Perspective

Implicit leadership theory is theory

hypothesizing that perceptual processes cause people to inflate the importance of leadership as the cause of organizational events.

Stereotyping Leadership Everyone have preconceived notions about the features and behaviors of an effective leader.
Develop through socialization within the family and

society.

Mental images of an ideal leader shape our

expectations and acceptance of people as a leaders, which affect ability to influence us as followers.

Attributing Leadership
Implicit leadership are influence by attribution

errors.
People tend to attribute org events to the

leader, even factors beyond the leaders control. ei: Leaders are given credit or blame for the company success or failure.
Leader reinforce this belief by taking credit for

org success.

Need for Situational Control

Perceptual distortion of leadership suggest that

people want to believe that leaders make a difference.

2 basic reason of this belief: 1st, leadership is a useful way for us to simplify

the life events. Ei: if the company having failures, we tend to simplify this situation by noting that the president of the company was inneffective.

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2nd,there is a strong tendency that people

believe that event are generate more from people than uncontrollable natural forces.
This illusion of control is satisfied by believing

that events from the rational action of leaders.

Employee feel better believing that leaders

make a difference, so they look for evidence.

Cross Cultural & Gender Issues in Leadership

Societal cultural values and practices

affect leaders decision and action Also shape the expectations that followers have of their leaders Example: in Afrika, Ubuntu tribe value shape the preferred leadership behaviors and style Leaders who act inconsistently with cultural expectation will be an ineffective leader

Leader get various experience from

various cultural values because of differences practices across culture

Example: GLOBE report-charismatic

visionary is characteristic of effective leaders. Its include visionary, inspirational, integrity, and decisiveness.

Gender Differences in Leadership

Do women lead differently than men? Women are more people oriented and participative leadership.
-

Women are more relationship-oriented, cooperative, nurturing and emotional in their leadership roles. Women to be more egalitarian and less statusoriented.

Actually male and female leaders do not differ.