Leadership in Organizational Settings :Leadership in Organizational Settings


Emerging View of Leadership :Emerging View of Leadership The emerging view is that effective leaders subordinate their own egos and nurture leadership in others. Sir Richard Branson is often cited as a role model for the new leadership. “I've got people all over the world and it's up to me to let them test and prove themselves,” says Branson. ©Reuters New Media Inc./Corbis


What is Leadership? :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. ©Reuters New Media Inc./Corbis


Perspectives of Leadership :Leadership Perspectives Competency Perspective Behavior Perspective Contingency Perspective Implicit Leadership Perspective Transformational Perspective Perspectives of Leadership


Seven Leadership Competencies :Integrity 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 Intelligence Perceiving, assimilating, understanding, and regulating emotions Seven Leadership Competencies


Seven Leadership Competencies (con’t) :Intelligence Above average cognitive ability Can analyze problems/opportunities Knowledge ofthe Business Familiar with business environment Aids intuitive decision making Self-Confidence High self-efficacy regarding ability to lead others Seven Leadership Competencies (con’t)


In Search of Leader Integrity :In Search of Leader Integrity Studies say integrity is the most important leadership characteristic Also called “authentic leadership” Individual acts with sincerity Has a higher moral capacity to judge dilemmas Yet, most people think business leaders lack integrity: 73% say CEOs of large firms can’t be trusted (US) Nearly 40% do not trust their immediate boss (UK) Approx 50% say business wrongdoing has undermined their trust in employers (Australia)


Competency Perspective Limitations :Competency Perspective Limitations Leadership potential, not performance Still need to develop leader skills from these competencies Implies a universal approach But some competencies might not be valuable in all situations Some traits are subjective Supports implicit leadership theory


Leader Behavioral Perspective :Leader Behavioral Perspective People-oriented behaviors Showing mutual trust and respect Concern for employee needs Desire to look out for employee welfare Task-oriented behaviors Assign specific tasks Ensure employees follow rules Set “stretch goals” to achieve performance capacity


Path-Goal Leadership Styles :Path-Goal Leadership Styles Directive Task-oriented behaviors Supportive People-oriented behaviors Participative Encouraging employee involvement Achievement-oriented Using goal setting and positive self-fulfilling prophecy


Path-Goal Leadership Model :Path-Goal Leadership Model Employee Contingencies Environmental Contingencies


Path-Goal Contingencies :Path-Goal Contingencies Skill/Experience low low high high Locus of Control external external internal internal Task Structure nonroutine routine nonroutine ? Team Dynamics –ve norms low cohesion +ve norms ?


Other Contingency Leader Theories :Other Contingency Leader Theories Situational Leadership Model (Hersey/Blanchard) Effective leaders vary style with follower “readiness” Leader styles – telling, selling, participating, and delegating Fiedler’s Contingency Model Leadership style is stable --based on personality Best style depends on situational control -- leader-member relations, task structure, position power


Leader Substitutes at New Balance :Leader Substitutes at New Balance New Balance Athletic Shoe use leadership substitutes more than direct supervision to guide employee behavior. What leadership substitutes would New Balance rely on? ©Mark Garfinkel/The Boston Herald


Leadership Substitutes :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 ©Mark Garfinkel/The Boston Herald


Transformational v. Transactional Leaders :Transformational v. Transactional Leaders Transformational leaders Leading -- changing the organization to fit environment Change agents Transactional leaders Managing -- linking job performance to rewards Ensure employees have necessary resources Apply contingency leadership


Transformational Leadership Elements :Transformational Leadership Communicating the Vision Modeling the Vision Creating a Strategic Vision Building Commitment Transformational Leadership Elements


Evaluating Transformational Leadership :Evaluating Transformational Leadership Transformational leadership is important Higher employee satisfaction, performance, org citizenship, creativity Transformational leadership limitations Circular research Transformational leaders identified by their success Universal theory Need a contingency-oriented theory Recognize differences across cultures


Implicit Leadership Perspective :Implicit LeadershipPerspective AttributingLeadership Stereotyping Leadership Need for Situational Control Implicit Leadership Perspective


Ubuntu Leadership :Ubuntu Leadership Ubuntu is “that profound African sense that each of us is human through the humanity of other human beings,” explains former South African president Nelson Mandela (shown here). The ubuntu value system provides a framework for leading others in Africa. ©EPA Photo/EPA/ Kim Ludbrook/Corbis


Cultural Issues in Leadership :Cultural Issues in Leadership Societal cultural values and practices affect leaders: Shape leader’s values/norms Influence decisions and actions Some leadership styles are universal, others differ across cultures “Charismatic visionary” seems to be universal Participative leadership works better in some cultures than others ©EPA Photo/EPA/ Kim Ludbrook/Corbis


Gender Issues in Leadership :Gender Issues in Leadership Male and female leaders have similar task- and people-oriented leadership. Participative leadership style is used more often by female leaders.


Evaluating Female Leaders :Evaluating Female Leaders Past evidence Women rated less favorably than equivalent male leaders due to stereotyping Recent evidence Women rated more favorably than men, particularly on emerging leadership styles (coaching, teamwork)


Leadership in Organizational Settings :Leadership in Organizational Settings