Organizational behavior 4th by MShean chap014

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14

Leadership in Organizational Settings

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Leadership at Infosys

“In essence, leadership is about dreaming the impossible and helping followers achieve the same,” says Nandan

Nilekani, chief executive of Infosys, one of India’s largest and most successful

information technology companies.

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What is Leadership?

Leadership is the ability to influence, motivate, and enable others to contribute toward the effectiveness of the organizations of which they

are members.

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Shared Leadership

management positions.

leader in various ways and at various times.

leaders when needed (e.g change champions)

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Leadership Perspectives

Competency Perspective

Behavioral Perspective

Contingency Perspective

Implicit Leadership Perspective

Transformational PerspectivePerspectives of Leadership

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Drive

• Truthfulness

• Translates words into deeds

• Inner motivation to pursue goals

• Need for achievement, quest to learn

Leadership Motivation

• High need for socialized power to accomplish team’s or firm’s goals

Emotional

Emotional Intelligence

• Perceiving, assimilating, understanding, and regulating emotions

Seven Leadership Competencies

more

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Intelligence • Above average cognitive ability

• Can analyze problems/opportunities

Knowledge of the Business

• Familiar with business environment

• Aids intuitive decision making

Self-Confidence • Strong belief in one’s ability to lead

others Seven Leadership Competencies (con’t)

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In Search of Leader Integrity

• Likely the most important leadership competency

• Also called “authentic leadership”

– Individual acts with sincerity – Has a higher moral capacity to judge dilemmas

• Most people think business leaders lack integrity:

– 73% say CEOs of large firms can’t be trusted (US) – Less than one-third of Asian workers are satisfied with their

level of trust in management

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Competency Perspective Limitations

as well

actual leadership

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Leader Behavior Perspective

What makes Bruce Draper (shown here) one of the best bosses

in Great Britain? He provides plenty of supportive leadership, says employee Hannah Delany “Bruce cares about his staff and never takes them for granted…He appears friendly,

approachable and kind and makes sure everyone is content in their job.”

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Leader Behavior Perspective

• People-oriented behaviors

– Showing mutual trust and respect

– Concern for employee needs

– Looks out for employee well-being

• Task-oriented behaviors

– Assign specific tasks

– Ensure employees follow rules

– Set “stretch goals” to achieve performance capacity

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Path-Goal Leadership Styles

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Path-Goal Leadership Model

Employee Contingencies

Environmental Contingencies

Leader Behaviors

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Directive Supportive Participative Achievement

Employee

Contingencies

Path-Goal Contingencies

• Locus of Control external external internal internal

Task Structure nonroutine routine nonroutine ?

Team Dynamics –ve norms low cohesion +ve norms ?

Environmental

Contingencies Directive Supportive Participative Achievement

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Other Contingency Leader Theories

• Situational Leadership Model (Hersey/Blanchard)

– Effective leaders vary style with follower “readiness”

– Leader styles – telling, selling, participating, and delegating

– Theory lacks research support

• Fiedler’s Contingency Model

– Leadership style is stable based on personality

– Best style depends on situational control

– Theory has problems, but uniquely suggests that people have a

preferred leadership style based on personality

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Leadership Substitutes

• Contingencies that limit a leader’s influence or make a

particular leadership style unnecessary.

• Examples:

– Training and experience replace task-oriented leadership

– Cohesive team replaces supportive leadership

– Self-leadership replaces achievement-oriented leadership

• Research evidence: substitutes help, but don’t

completely substitute for real leadership

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Transformational Leadership at P&G

Procter & Gamble CEO A G

Lafley practices transformational leadership without using charisma

By forming and communicating a clear vision and modeling that vision, he has transformed the consumer goods company in recent years.

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Transformational v Transactional Leaders

• Transformational leaders

– Leading changing the

organization to fit environment

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Transformational v Charismatic Leaders

• Is charismatic leadership essential

for transformational leadership?

• Some experts say yes, but

emerging view is that:

– Charisma is distinct from

transformational leadership

– A personal trait that might help transform, or might just help the leader

– Charismatic leadership might have

opposite effect creates dependence, not empowerment

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Leadership

Communicating the Vision

Modeling the Vision

Creating

a Strategic Vision

Building Commitment

Transformational Leadership Elements

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Evaluating Transformational Leadership

– Higher employee satisfaction, performance, org

citizenship, creativity

– Circular logic leaders effective by definition – Universal theory

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Attributing Leadership

Stereotyping Leadership

Need for Situational Control

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Cultural Issues in Leadership

– Shape leader’s values/norms

– Influence decisions and actions

across cultures

– “Charismatic visionary” seems to be universal

– Participative leadership works better in some cultures

than others

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Gender Issues in Leadership

similar task- and people-oriented leadership.

used more often by female leaders.

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Evaluating Female Leaders

leaders due to stereotyping

on emerging leadership styles (coaching, teamwork)

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Leadership in Organizational Settings

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