Organizational Leadership

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OrganizationalLeadership
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C H A P T E R
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What is Leadership?

• Leadership is the process of influencing people
  and providing an environment for them to achieve
  team or organizational objectives.

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Perspectives of Leadership
Competency Perspective
Leadership Perspectives
Behavior Perspective
Romance Perspective
Contingency Perspective
Transformational Perspective
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Leadership Competencies of Kim Jung Tae

• Kim Jung Tae demonstrates the competencies of an
  effective leader. The CEO of South Korea's
  Housing and Commercial Bank has a strong inner
  motivation, extensive experience, integrity, and
  enough self-confidence to get paid in stock
  options rather than salary.

Courtesy of Housing Commercial Bank
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Seven Leadership Competencies

• Drive
• Leadership motivation
• Integrity
• Self-confidence
• Intelligence
• Knowledge of the business
• Emotional intelligence

Courtesy of Housing Commercial Bank
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Leader Behavior 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
• Push employees to reach peak performance

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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

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

• Skill/Experience low low high high
• Locus of Control external external internal intern
  al

Task Structure nonroutine routine nonroutine ? Tea
m Dynamics norms low cohesion norms ?
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Other Contingency Theories of Leadership

• Situational Leadership Model (Hersey/Blanchard)
• Effective leaders vary style with follower
  readiness
• Leader styles telling, selling, participating,
  and delegating
• Fiedlers Contingency Model
• Leadership style is stable --based on personality
• Best style depends on situational control --
  leader-member relations, task structure, position
  power

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Leadership Substitutes

• Conditions that limit a leaders influence or
  make a particular leadership style unnecessary.
• Examples
• Gainsharing rewards -- reduces need for
  task-oriented leadership
• Supportive coworkers -- reduces need for
  supportive leadership

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Transformational Leadership at AES Corp.

• AES looks for people who are both transactional
  and transformational leaders . We need people
  who can both lead and manage, says Dennis W.
  Bakke (right), CEO and co-founder of the global
  power company. A manager takes what is there
  and makes certain it works well, while a leader
  takes a visionary look at what is already known
  to discover something new.

Courtesy of AES Corp.
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Transformational vs. Transactional Leadership

• Transformational leaders
• Leading -- changing the organization to fit the
  environment
• Develop, communicate, enact a vision
• Transactional leaders
• Managing -- linking job performance to rewards
• Ensure employees have necessary resources
• Apply contingency leadership theories

Courtesy of AES Corp.
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Elements of Transformational Leadership
Creating a Vision
Building Commitment
Transformational Leadership
Communicating the Vision
Modeling the Vision
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Charismatic leadership

• Different from transformational leadership
• C interpersonal attraction, extends beyond
  behaviours to personal traits that make followers
  respect and trust the c. leader
• Advantages and drawbacks of Charismatic
  leadership
• Moral component
• Surpass situational need
• What makes charismatic leaders a formidable force
  can also be their undoing

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Romance of Leadership

• Attributing Leadership
• Stereotyping Leadership
• Need for Situational Control

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Gender Issues in Leadership

• Male and female leaders have similar task- and
  people-oriented leadership.
• Participative leadership is used more often by
  female leaders.
• Women rated less favorably than equivalent male
  leaders due to stereotyping does the glass
  ceiling still exist?

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OrganizationalLeadership
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