Organizational Behavior:

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Organizational Behavior Leadership
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Managers and Leaders

• Administers
• A copy
• Maintains
• Focuses on system and structure
• Relies on control
• Short-range view
• Asks how and when
• Eye on the bottom line
• Imitates
• Accepts the status quo
• Classic good soldier
• Does things right

• Innovates
• An original
• Develops
• Focuses on people
• Inspires trust
• Long-range perspective
• Asks what and why
• Eye on horizon
• Originates
• Challenges the status quo
• Own person
• Does the right thing

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1- Trait Perspective
Leadership Perspectives
2-Behavior Perspective
5-Romance Perspective
4-Transformational Perspective
3-Contingency Perspective
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1- Trait Perspective
Leadership Traits represent the personal
characteristics that differentiate leaders from
followers.

• Historic findings reveal that leaders and
  followers vary by- intelligence (Emotional
  intelligence)- dominance- self-confidence-
  level of energy and activity (Drive and
  Leadership motivation)- task-relevant knowledge
• - Honesty and Integrity
• Contemporary findings show that- people tend to
  perceive that someone is a leader when he or
  she exhibits traits associated with intelligence,
  masculinity, and dominance- people want their
  leaders to be credible- credible leaders are
  honest, forward-looking, inspiring, and competent

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1- Trait Perspective

• Gender and leadership

• men were seen as displaying more overall and
  task leadership and women were perceived as
  displaying more social leadership.
• - women used a more democratic or participative
  style than men, and men used a more autocratic
  and directive style than women
• - men and women were equally assertive
• - women executives, when rated by their peers,
  managers and direct reports, scored higher than
  their male counterparts on a variety of
  effectiveness criteria
• Past evidence that women rated less favorably
  than equivalent male leaders due to stereotyping
• Recent evidence that women rated more favorably
  than men, particularly on emerging leadership
  styles (coaching, participating)

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2 - Behavior Perspective

• The Iowa Leadership Studies
• Authoritarian
• Democratic
• Laissez-faire
• Ohio State Studies identified two critical
  dimensions of leader behavior.1. Consideration
  creating mutual respect and trust with
  followers2. Initiating Structure organizing and
  defining what group members should be doing
• University of Michigan Studies identified two
  leadership styles that were similar to the Ohio
  State studies- one style was employee centered
• - and the other was job centered
• Blake and Moutons Managerial Grid represents
  four leadership styles found by crossing concern
  for production and concern for people

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2 - 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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The Managerial Grid
1 2 3 4 5 6 7 8 9
(1,9)
(9,9)
(5,5)
Concern for People
(9,1)
(1,1)
1 2 3 4
5 6 7 8 9
Concern for Production
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3 - Contingency Perspective
Fiedlers Contingency Model
The Path-Goal Theory
H. B. Situational Leadership Theory
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Findings of the Feidler Model
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Houses Path-Goal Theory
Employee Characteristics- Locus of control-
Task ability- Need for achievement-
Experience- Need for clarity
Leadership Styles- Directive- Supportive-
Participative- Achievement oriented
Employee Attitudes and Behavior- Job
satisfaction - Acceptance of leader- Motivation
Environmental Factors- Employees task-
Authority system- Work group
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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 ve norms low cohesion ve norms ?
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Hersey and Blanchards Situational Leadership
Theory
Leader Behavior
Selling S2 Explain decisions and provide
opportunity for clarification
Participating S3 Share ideas and facilitate in
decision making
High
Relationship Behavior(supportive behavior)
Delegating S4 Turn over responsibility
for decisions and implementation
Telling S1 Provide specific instructions and
closely supervise performance
Low
Task Behavior
Low
High
Follower
ReadinessHigh Moderate Low
R4 R3 R2 R1
Follower-Directed
Leader-Directed
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Leader Participation Model
Employee Involvement Continuum
Increased Leader Control
Increased Employee Involvement
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Contingency Variables in the Revised
Leader-Participation Model
1. Importance of the decision. 2. Importance of
subordinate commitment to the decision. 3.
Whether leader has enough information to make a
decision. 4. How well-structured the problem
is. 5. Whether autocratic decisions would be
supported by subordinates. 6. Whether
subordinates buy into the organizations
goals. 7. Whether subordinates disagree over
solution alternatives. 8. Whether subordinates
know enough to make a good decision. 9. Time
constraints that may limit the involvement of
subordinates. 10. Cost justification for
gathering geographically dispersed
subordinates. 11. Importance of minimizing the
time it takes to make a decision. 12. Importance
of participation to developing decision-making
skills.
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4 - Transformational Perspective

• Transactional leaders
• Managing -- linking job performance to rewards
• Ensure employees have necessary resources
• Apply contingency leadership theories

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Transformational Leadership Elements
Creating a Vision
Building Commitment
Transformational Leadership
Communicating the Vision
Modeling the Vision
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Visionary Leadership
Live the Vision
Express the Vision
Extend the Vision
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Self-confidence
A compelling vision
Extraordinary behavior
Charismatic Leadership
Image as a change agent
Strong convictions
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Type of Charismatic Leadership Styles

• Envisioning
• Energizing
• Enabling

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Transactional versus Charismatic Leadership

• Charismatic Leadership emphasizes symbolic
  leader behavior that transforms employees to
  pursue organizational goals over self-interests
• Charismatic Leaders- use visionary and
  inspirational messages- rely on non-verbal
  communication- appeal to ideological values-
  attempt to intellectually stimulate employees-
  display confidence in self and followers- set
  high performance expectations

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Charismatic Model of Leadership
Organizational Culture
Leaderbehavior
Effects onfollowers andwork groups
Outcomes

• Increased intrinsic motivation, achievement
  orientation, and goal pursuit
• Increased identification with the leader and the
  collective interests of organizational members
• Increased cohesion among workgroup members
• Increased self-esteem, self-efficacy, and
  intrinsic interests in goal accomplishment
• Increased role modeling of charismatic leadership

• Leader establishes a vision
• Leader establishes high performance expectations
  and displays confidence in him/herself and the
  collective ability to realize the vision
• Leader models the desired values, traits,
  beliefs, and behaviors needed to realize the
  vision

• Personal commitment to leader and vision
• Self-sacrificial behavior
• Organizational commitment
• Task meaningfulness and satisfaction
• Increased individual group, and organizational
  performance

• Adaptive

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The Leader-Member Exchange (LMX Model)

• This model is based on the idea that one of two
  distinct types of leader-member exchange
  relationships evolve, and these exchanges are
  related to important work outcomes.- in-group
  exchange a partnership characterized by mutual
  trust, respect and liking- out-group exchange a
  partnership characterized by a lack of mutual
  trust, respect and liking
• Research supports this model

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Substitutes for Leadership

• Substitutes for leadership represent situational
  variables that can substitute for, neutralize, or
  enhance the effects of leadership. Conditions
  that limit a leaders influence or make a
  particular leadership style unnecessary.
• Research shows that substitutes for leadership
  directly influence employee attitudes and
  performance.
• Examples
• Training and experience replace directive
  leadership
• Cohesive team replaces supportive leadership
• Self-leadership replaces achievement-oriented
  leadership

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Jobs That Are Unambiguous or Highly Satisfying
Workers That Are Experienced or Highly-Trained
Is Leadership Always Relevant?
Goals That Are Formalized or Rules That Are Rigid
Workgroups That Are Cohesive
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Substitutes for Leadership
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Substitutes for Leadership (cont)
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Servant and Superleadership

• Servant Leadership represents a philosophy in
  which leaders focus on increased service to
  others rather than to oneself.
• A superleader is someone who leads others to lead
  themselves by developing employees
  self-management skills.
• Superleaders attempt to increase employees
  feelings of personal control and intrinsic
  motivation.

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Characteristics of the Servant-Leader

• 1. Listening Servant-leaders focus on listening
  to identify and clarify the needs and desires
  of a group.
• 2. Empathy Servant-leaders try to empathize
  with others feelings and emotion. An
  individuals good intentions are assumed even
  when he or she performs poorly.
• 3. Healing Servant-leaders strive to make
  themselves and others whole in the face of
  failure or suffering.
• 4. Awareness Servant-leaders are very self-aware
  or their strengths and limitations.

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Characteristics of the Servant-Leader (continued)

• 5. Persuasion Servant-leaders rely more on
  persuasion than positional authority when
  making decisions and trying to influence
  others.
• 6. Conceptualization Servant-leaders take the
  time and effort to develop broader based
  conceptual thinking. Servant-leaders seek
  an appropriate balance between a short-
  term, day-to-day focus and a long-term,
  conceptual orientation.
• 7. Foresight Servant-leaders have the ability to
  foresee future outcomes associated with a
  current course of action or situation.

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Characteristics of the Servant-Leader (continued)

• 8. Stewardship Servant-leaders assume that they
  are stewards of the people and resources
  they manage.
• 9. Commitment to Servant-leaders are committed to
  peoplethe growth of beyond their immediate work
  role. Theypeople commit to fostering an
  environment that encourages personal,
  professional, and spiritual growth.
• 10. Building Servant-leaders strive to create a
  sense of Community community both within and
  outside the work organization.

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What Is Trust?

• Integrity honesty and truthfulness
• Competence knowledge and skill
• Consistency reliability and predictability
• Loyalty willingness to protect
• Openness give full true

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Three Types of Trust
Deterrence Based
Knowledge Based
Identification Based
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Building Trust

• Practice Openness
• Promote Fairness
• Express Feelings
• Keep Confidences
• Be Consistent
• Keep Promises
• Tell the Truth
• Show Competence

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Authentic Leadership

• Confident
• Hopeful
• Optimistic
• Resilient
• Transparent
• Moral / ethical
• Future oriented
• Associate building