Organisational Behaviour Case Study on Leadership

s_organisations_and_leadership.pptx

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Organisations and Leadership

Organisational Behaviour

Developed by Dr. Ruth Barton

Dr. Margaret Heffernan, OAM

Aims of the lecture

What is leadership?

Define leadership

Approaches to leadership

Mainstream and emerging theories

Leadership styles and behaviours

Competencies of leadership

What is Leadership?

Leadership

‘A social process in which one individual influences the behaviour of others without the use or threat of violence’ (Buchanan & Huczynsci, 1985 in Thompson & McHugh, 2009)

‘The acid test of leadership must be its ability to improve organisational leadership’ (Fiedler, 1967, in Thompson and McHugh, 2009)

Shared leadership

Leadership is broadly distributed, rather than assigned to one person, such that people in the tram and organisation lead each other.

(McShane et al. 2013: 382)

Approaches to Leadership

Fairhurst (2007)

LEADERSHIP

Individualism

Essence of leadership

Dualistic views of power and influence

Untheorised / exaggerated agency

Competency (Trait) Perspective of Leadership

Skills, knowledge, aptitudes

and other

personal characteristics

that lead

to superior performance

Self-concept

Drive

Personality

Integrity

Competency

Cognitive ability

Knowledge of the business

Emotional intelligence

Traits and Characteristics eg Stodgill (1974), Handy (1980)

Limitations:

Assumes that all effective leaders have the same personal characteristics that are equallyimportant in all situations.

Alternative combinations of competencies may be equally successful

Views leadership as something within a person

Indicates leadership potential, not leadership performance

Leadership Styles and Behaviours

McGregor (1960)

Theory X

Theory Y

Types and Roles

Lewin, Lippitt and White (1939)

Autocratic

Democratic

Laissez –faire

Benne and Sheats (1948)

Task maintenance act

Group maintenance act

Types and Styles Blake and Mouton’s (1978) Leadership Grid

Authentic leadership

Emotional intelligence

Effective

leaders need to act

consistently

with their values,

personality, and

self-concept

Source: McShane et al 2013: 384-385

Develop own style

Receive feed-back

Being yourself

Reflect

Contingency (Situational) Perspective of Leadership

The most appropriate leadership style depends

on the

situation.

Leaders

must be

insightful and flexible,

and adapt behaviours and styles

to the

immediate situation.

Leadership substitutes

Path-goal theory

Situational leadership

Fiedler’s Contingency model

Servant leadership

Contingent Leadership Fiedler’s (1974) Contingency Model

Favourable Unfavourable

Charismatic Leadership

Applied to a certain quality of an individual

considered extraordinary

treated as endowed with supernatural, superhuman, specifically exceptional powers or qualities.

qualities are not accessible to the ordinary person

regarded as of divine origin or as exemplary , and the individual concerned is treated as a “leader”’

(Weber,1968: 241)

Transformational Leadership

Visioning the new corporate future

Communicating the vision

Implementing the vision

Popular in 1980s and 1990s

(Dunphy and Stace, 1990)

Source: McShane et al. 2013: 393

Elements

Create a strategic vision

Communicate the vision

Model the vision

Build commitment towards the vision

Paternal Leadership Style

Source: Fulop, L and Linstead, S (2009) : 525

Paternalism

Dependence on the leader

Personal relationships

Moral leadership

Harmony building

Conflict diffusion

Social distance

Didactic leadership

Subtle, dialogue

Paternal Leadership Tactics

Source: Fulop, L and Linstead, S (2009) : 526

Paternalism

Centralisation

Non-specific intentions

Secrecy

Protect authority

Selective favours

Non-emotional ties

Differential treatment

Reputation building

Narcissistic Leader

Narcissism

They must be more than they are

Their value as people is dependent upon the image they project

People are objects to be manipulated to get the validation narcissists need

Source: Fulop and Linstead, 2009

Post Heroic Leadership

Associated with transformational leadership but with a greater emphasis on developing subordinates

(Bradford and Cohen, 1984)

Distributed or collective leadership

Heifetz and Laurie (1997)

Followership

Followership is the role of the group member in supporting (or not) the leadership role

Leadership prototypicality

(Hogg, 2001)

Social identity and leadership

(Haslam , 2001)

Implicit Leadership Perspective

People evaluate a leader’s effectiveness in terms of how well that person fits preconceived beliefs about the features and behaviours of effective leaders (leadership prototypes)

People tend to inflate the influence of leaders on organisational events

Followers perceptions about the characteristics and influence of people they call leaders

Source: McShane et al. 2013: 395- 396

The Three Levels of Leadership

Source: Scouller, J. (2011)

Public

Private

Personal

Source: Fulop and Linstead, 2009: 530

Leadership is very much a relational product of the societies in which organisations operate.

Cultural variables will affect how leaders from different

cultural backgrounds manage in foreign cultures and with culturally diverse groups.

References

Fulop, L and Linstead, S (2009) ‘Leadership and Leading’ [Ch. 10], in Linstead, S, Fulop, L and Lilley, S 9eds) Management and Organization: A critical text, 2nd ed, Palgrave, Houndmills.

McShane, S Olekalns, M and Travaglione, T (2013) Organisational Behaviour: Emerging knowledge. Global insights. McGraw Hill, Sydney

Rollinson, D (2005) Organisational Behaviour and Analysis: An integrated approach, Prentice Hall, Harlow .

Scouller, J. (2011). The Three Levels of Leadership: How to Develop Your Leadership Presence, Knowhow and Skill, Management Books

Cirencester: Thompson, P and McHugh, D (2009) Work Organisations: A critical approach, Palgrave, Houndmills.