Leadership - Organizational Behaviour - Lecture Slides, Slides of Organization Behaviour

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Leadership

• Definitions & Overview

• Power

• Trait approaches

• Contingency

• Transformational and transactional leadership

• Dysfunctional leadership

Leadership: Definitions & Overview

• Ability to influence a group toward the

achievement of goals

• Requires a leader and follower(s)

• Different from management??

• Leadership = doing the right things
• Management = doing things right

• Successful vs. effective managers

The Zone of Indifference

OBEY? REQUESTED ACTION No Work Sundays No Shop during lunch hour for boss ? Make coffee for the office Yes Work 40 hours in the week Yes Type letters Yes Perform filing Yes Work occasional paid overtime ? Bring sandwiches to boss for lunch No Type school papers for boss’s kids No “Fudge” boss’s expense accounts

Inside zone of indifference: Normal inducements sufficient

Outside zone of indifference: Extraordinary inducements required

Sources of Power

Coerciv e

Reward

Legitimate

Referen t

Expert

Charismatic

Trait Approaches

• A 1991 study shows strong evidence for these traits
  • Drive: achievement, ambition, energy, tenacity, and initiative
  • Leadership motivation: personalized vs. socialized
  • Honesty and integrity: truthful, ethical, principled
  • Self-Confidence: including emotional stability
  • Cognitive ability
  • Knowledge of the business
• Weaker support was found for:
  • Charisma
  • Creativity and originality
  • Flexibility

Ohio State Model

• Concern for people

• Concern for the job

• Are they mutually exclusive?

Situational Leadership

• Blanchard & Hersey

• Different people have different needs

• One-style-fits-all leadership doesn’t work

Leadership Styles

High

Low

Low High

SupportiveBehavior

Task Behavior

S

Delegate

S

Participate

S

Sell

S

Tell

Leadership Styles

Style 1: Directing The leader provides specific instructions and closely supervises task accomplishment

Style 2: Coaching The leader continues to direct and closely supervise task accomplishment, but also explains decisions, solicits suggestions, and supports progress

Style 3: Supporting The leader facilitates and supports subordinates’ efforts toward task accomplishment and shares responsibility for decision making with them

Style 4: Delegating The leader turns over responsibility for decision making and problem solving to subordinates

Transformational and Transactional

Leadership

• Transactional leadership…..
  • Clarify task and role requirements
  • Provide structure and rewards
  • Meet subordinates’ social needs
• Transformational leadership….
  • Broadens and elevates subordinates’ interests
  • Promotes awareness and acceptance of a shared vision
  • Moves employees to pursue the best interests of the organization

Charismatic Power

• Self-confidence
• Vision
• Ability to articulate the vision
• Strong convictions about the vision
• Behavior that is out of the ordinary
• Change agent
• Environmental sensitivity

Dysfunctional Leadership

• Too much vision
  • Personal needs made paramount
    • Building a monument to themselves
    • Blind drive prevents seeing external environment
  • Pyrrhic victory
    • Victory -- but at what cost?
    • Blind ambition, empire building
  • Chasing a vision before its time
    • Failure to reality-test ideas
    • Blind to the market and what it wants
• Manipulative management, impression management
• Lack of administrative skills