M6 Paper
Jackie Channn
Chapter8Slides.pptxChapter 8: Organization Leadership
Introduction
Great leaders exist in business, politics, the military, and even sports
Leadership can be used for good and for evil
Communication is a tool used to activate messages to followers
Leadership is a socially constructed phenomenon
Case Study: Charismatic Preacher
Reverend Jim Jones was a charismatic, influential preacher who led rapidly growing congregations throughout California
People were so inspired, that they donated their entire worldly possessions, traveled to South America, and built a community
Several years later, the Reverend leads a mass suicide of 909 people in his town of Jonestown, Guyana
Why would people be so committed to him that they would participate in a mass suicide?
What does this say about leadership?
Trait Approach to Leadership
If a person has certain traits, they will be a more effective leader
Big Five personality traits with leadership potential include:
Extraversion
Conscientiousness
Openness to experience
Ambition
Energy
The trait approach to leadership seems to be best able to predict leader emergence rather than leader effectiveness
There is a difference between possessing a trait and being perceived to possess a trait
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Leadership Behaviors
The behavioral approach to leadership examines what leaders actually do and the behaviors leaders use to achieve their goals
It’s a matter of what you do (behavior theory), rather than who you are (trait theory) as a leader
Critical Thinking Questions – Traits and Behaviors
How does the perspective that leadership is something you do versus something you are change the responsibilities of a leader?
The University of Michigan and Ohio State Studies
Initiating Structure
Extent to which a leader defines and structures the roles of employees in the goal attainment effort
Production-oriented leaders have behavior similar to initiating structure
Consideration
Leader respects employees’ thoughts, ideas, and feelings, expresses appreciation and support, and develops an environment of mutual trust
Employee-oriented leaders also value consideration
Managerial Grid
Contingent Approaches to Leadership
Questions examined by contingency theorists include:
What are the situational factors that actually matter in leadership?
To what leadership styles do they best connect?
Least Preferred Co-Worker
Fiedler (1967) developed Least preferred co-worker (LPC) questionnaire
Rating “least” preferred coworker harshly = task-oriented leader
Rating “least” preferred coworker benevolently = relationship-oriented
Once individual leadership style is assessed, the situation is determined through three dimensions: 1) Leader-member relations 2) Task structure 3) Position power
Critical Thinking Questions – Least Preferred
Why does the way a person treats the least preferred co-worker likely say the most about their style of leadership?
Think about your experiences working in groups. How did you feel about the least-preferred group member? What kind of leader are you likely to be based on this?
Leader-Member Exchange
Leader-Member Exchange Theory demonstrates how leaders can create their own context, by creating in-groups and out-groups amongst their own employees
In-Group members receive trust, openness in communication, and high levels of interactions with the leader
Out-Group members receive less leader attention, more formalistic relations, and are generally not provided the same resources and encouragement in their skill development
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Situational Leadership
Style of leadership should consider the maturity of one’s subordinates
Model includes four leadership quadrants:
Telling (low maturity employees) to
Selling (low to moderate maturity employees) to
Participating (moderate to high maturity employees) to
Delegating (high maturity employees)
Continuum of Leadership Behavior
Continuum of Leadership Behavior
A successful manager or leader must be able to match his or her behavior to the specific situation in which they find themselves
From managers making and announcing decisions to…
Subordinates allowed to do so within the limits defined by their superior
Charismatic Leadership and Transformational Approaches
Attempt to blend three questions into a more unified and integrated approach:
Is leadership who we are?
Is leadership what we do?
Is leadership the relationship between the leader and situation?
Charismatic Leadership Theory
Asserts that followers attribute extraordinary (even heroic) leadership abilities to leaders when they observe a certain combination of leader behaviors, including:
They articulate a vision discrepant from the status quo
They take personal risks to achieve that vision
They demonstrate a sensitivity to followers’ needs
And they exhibit unconventional behavior to galvanize the attention of employees and demonstrate the leader’s goals and values
Transformation Leadership Theory
Transactional leaders guide their followers by clarifying role and task requirements by using:
Laissez Fair leadership
Management by exception leadership
Contingent reward leadership
Transformational leadership builds on this, and inspires follower effort to transcend their self-interest for the good of the organization
Individualized consideration, Intellectual stimulation, Inspirational motivation, Idealized influence
Authentic Leadership
Authentic leadership focuses on the moral aspects of being a leader, and addresses downfalls of charismatic leadership, that leaders can be self-interested
Authentic behaviors produce trust, encouraging people have faith in the leaders who use them
Enhanced trust enhances information sharing, effectiveness, and productivity
Challenges to the Leadership Construct – Attributions, Substitutes and Neutralizers
Attribution theory of leadership suggests that leadership is simply an attribution that people make about other individuals
Further, leader behaviors may not be as relevant in all organizational situations
There are substitutes and neutralizers that can limit the effects of leader behavior
For example, leadership may be less effective or needed if employees are extremely experienced in their jobs, with high levels of training and ability, are cohesive, and intrinsically motivated with strong levels of professional orientation. If employees exhibit individual indifference toward organizational rewards, or their jobs are highly structured or routinized and provide their own feedback, the effects of leadership may also be less significant. Finally, the physical separation of the leader may have muting effects on leadership.
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Case Study: Lead with LUV
Colleen Barrett, President of Southwest Airlines, described leadership in the following way:
“LUV is our symbol on the New York Stock Exchange. We first started flying out of Love Field in Dallas, and our first advertising slogan in 1972 was “Southwest Airlines, the Someone Else Up There Who LUVs You.” We also had a heart on our first signature line and letterhead. And today, forty years later, we still have our hearts on our aircraft. So, frankly, if you have a need to put a label on what I do, I would prefer that you call me a LUVing Leader.”
Leading Change
A constant in life is that things change, and many people do not like it
People are uncomfortable with change because of the unknown
Good leaders must be willing to adapt and adjust to change
Good leaders must also try to avoid disasters while managing change
Vital Aspects of Leading
Being a visionary is one way to be a leader, especially during times of change
Translating vision into reality requires anchoring, implementing, and executing a vision
Good leaders also empower others, especially during times of change
Leadership is about translating intention and vision into reality
Strong communication skills are necessary to be a good leader
Listening, Leadership, and Change
Listening is vital if any leader is going to be truly effective
Especially important during times of change when there is fear of the unknown
Good leaders understand that listening, even if it means hearing about our weaknesses, is vital to effective and meaningful interaction
Leaders should help followers develop into leaders themselves
The Distinction Between Leadership and Management
Leadership and management are not the same
Leadership is the ability to influence a group toward the achievement of a vision or set of goals
Management is a broader concept that focuses on planning, organizing, and controlling functions within organizations
Context Matters
For Profit Organizations
Larger corporations tend to have many levels and dimensions of leadership
Small Businesses
Leadership may be shared and decisions made more quickly because there are fewer levels
Non-Profit Organizations
Specific values tend to guide and limit leadership
Government Sector
Guided by unique rules that impact leadership decisions
