Management Assignment : LeaderShip

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MGT 621
LEADERSHIP
Module 2: Leadership Replacements, Organizational Culture, and Socialization

Dr. Chet Schriesheim

The “Leadership Replacements” Framework (From Howell et al.)

LEADERSHIP SUBSTITUTES

  • Subordinate characteristics
  • Close Knit Teams
  • Employee Competence/Ability
  • Employee Independence
  • Extensive Professional Education
  • Task characteristics
  • Degree of Intrinsic Task Satisfaction
  • Computer technology
  • Degree of Task-Provided feedback
  • Organizational characteristics
  • Procedures, Rules, etc.

Leadership Replacements (Continued)

LEADERSHIP NEUTRALIZERS

  • Task characteristics
  • Physical Distances
  • Subordinate characteristics
  • Organizational characteristics
  • Reward Systems
  • Chronic Bypassing of Mgt. Structure

LEADERSHIP ENHANCERS

  • Task characteristics
  • Physical Distances
  • Subordinate characteristics
  • Cohesive Work Groups With Strong Pro-Management Norms
  • Organizational characteristics
  • Reward Systems
  • Leader Access to Information and Higher Mgt. levels

Four Leadership Replacement Effects (From Schriesheim)

  • Leadership substitutes block the effects of leadership and directly affect the subordinates

  • Leadership neutralizers block the effects of leadership but do not directly affect the subordinates

  • Leadership enhancers increase the effects of leadership on the subordinates

  • Leadership supplements effect the subordinates but do not impact the effects of leadership

A Key Leadership Substitute or Enhancer: Socialization into An Organizational Culture

  • Organizational socialization is a process in which new members are taught what are believed (by current members) to be the correct ways of perceiving, thinking, and feeling about their organizational experiences.
  • Cultures have 3 components:
  • Artifacts (visible organizational structures and processes)
  • Espoused values (expressed strategies, goals, and philosophies)
  • Basic underlying assumptions (taken-for-granted perceptions, thoughts, and feelings)

Critical

Decisions of

Founding

Members

Guiding

Ideas

Social

Structure

Smith & Vecchio’s Organizational Culture Framework

Norms

Values

Premises

Remembered

History/ Symbolism

Institutionalized

Arrangements

The Competing Values Framework of Organizational Cultures

The framework consists of 4 cultural types that vary along 2 dimensions. The 2 dimensions are:

  • Flexibility/Discretion versus Stability/Control (interest in making changes or keeping things the same)
  • Internal versus External Focus (attention paid primarily to goings-on inside or outside the organization)
Clan Culture - Flexible, Internal Adhocracy Culture - Flexible, External
Hierarchy Culture - Stable, Internal Market Culture - Stable, External

Illustrative Examples of Organizational Culture Components

  • Routine behaviors such as organizational rituals and ceremonies and the language commonly used.
  • The norms that are shared by work groups throughout the organization.
  • The dominant values held by an organization.
  • The philosophy that guides an organization’s policy toward employees and customers.
  • The rules of the game for getting along in the organization.
  • The feeling or climate of the organization.

Source: Schein, E.H. (1985) . Organizational Culture and Leadership. San Francisco, Jossey-Bass, 6.

Outcomes of the Organizational Socialization Process

Successful Socialization Is Reflected In

  • Understanding of culture, perceived control
  • Internalized values
  • Role clarity
  • High work motivation
  • Commitment to organization
  • High performance
  • Job satisfaction
  • Attendance, tenure

Unsuccessful Socialization Is Reflected In

  • Misunderstanding of culture, tension, perceived lack of control
  • Rejection of values
  • Role ambiguity and conflict
  • Low work motivation
  • Lack of commitment to organization
  • Low performance
  • Job dissatisfaction
  • Absenteeism, turnover

EIGHT STEPS OF ORGANIZATIONAL SOCIALIZATION

START

Careful selection of entry level candidates

Deselect (Occurs at any time or any step)

Humility-inducing experience promotes openness and acceptance of organization’s norms and values

Consistent role models

Reinforcing folklore

In-the-trenches training leads to mastery of a core discipline

Reward and control systems are meticulously refined to reinforce behavior that is deemed pivotal to organizational success

Model source: Pascale, Richard. (1985) The paradox of “corporate culture”: Reconciling ourselves to socialization. California Management Review, 27, 26-41.

Adherence to values enables the reconciliation of personal sacrifices