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8/3/2019 Lecture 8 Leadership 090917 Rz
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8th lecture
Leadership
Prof. Dr. Robert J. Zaugg
Leadership
2Organizational Behavior Prof. Dr. Robert J. Zaugg
Learning Objectives
• Characterize the nature of leadership
• Trace the early approaches to leadership
• Discuss the emergence of situational theories and
models of leadership
• Discuss the path-goal theory of leadership• Describe Vroom’s decision tree approach to leadership
• Identify and describe contemporary situational theories
of leadership
• Discuss leadership through the eyes of followers
• Identify and describe alternatives to leadership
• Describe the changing nature of leadership
• Identify and discuss emerging issues in leadership
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Leadership
7Organizational Behavior Prof. Dr. Robert J. Zaugg
Early Approaches to Leadership
Behavioral Approaches to
Leadership
Attempts to identify behaviors
that differentiate effective
leaders from non-leaders
• The Michigan Studies
• The Ohio State Studies
• The Leadership Grid
Source: © Royalty-Free/Corbis
Leadership
8Organizational Behavior Prof. Dr. Robert J. Zaugg
Figure 12.1 Early Behavioral Approaches to Leadership
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Leadership
9Organizational Behavior Prof. Dr. Robert J. Zaugg
Early Approaches to LeadershipBehavioral Approaches to Leadership
Early Studies: The Michigan Studies
• Results indicated existence of two fundamentalleader behaviors: Job-centered and Employee-centered.
• Job-centered behavior involves paying closeattention to the work of subordinates, explainingwork procedures, and demonstrating a stronginterest in performance.
• Employee-centered behavior involves attempting tobuild effective work groups with high performancegoals.
Leadership
10Organizational Behavior Prof. Dr. Robert J. Zaugg
Early Approaches to Leadership
Behavioral Approaches to Leadership
Early Studies: The Ohio State Studies
• Defined leader consideration and initiating-structurebehaviors as independent dimensions of leadership
• Consideration behavior involves being concernedwith subordinates’ feelings and respectingsubordinates’ ideas
• Initiating-structure behavior involves clearly definingthe leader-subordinate roles so that subordinatesknow what is expected of them
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Leadership
11Organizational Behavior Prof. Dr. Robert J. Zaugg
Early Approaches to Leadership
Behavioral Approaches to Leadership
The Leadership Grid (formerly the Managerial Grid)
• Provides a means for evaluating leadership stylesand then training managers to move toward an idealstyle of behavior
Leadership
12Organizational Behavior Prof. Dr. Robert J. Zaugg
Figure 12.2 The Leadership Grid
The Leadership Grid Figure from Leadership Dilemmas: Grid Solutions by Robert R. Blake and Anne Adams McCanse.
(Formerly the Managerial Grid by Robert R. Blake and Jane S. Mouton) Houston: Gull Publishing Company, p. 29.
Copyright 1997 by Grid International, Inc. Reproduced by permission of the owners.
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Leadership
13Organizational Behavior Prof. Dr. Robert J. Zaugg
The Emergence of Situational Leadership Models
Situational Models Assumptions
– Appropriate leader behavior varies from one situation to
another
– The goal is to identify key situational factors and to specify
how they interact to determine appropriate leader behavior
– The leadership continuum model by Robert Tannenbaum
and Warren H. Schmidt underlies research in this field
Leadership
14Organizational Behavior Prof. Dr. Robert J. Zaugg
Figure 12.3 Tannenbaum and Schmidt’s Leadership Continuum
An exhibit from “How to Choose a Leadership Pattern” by Robert Tannenbaum and Warren Schmidt, Harvard Business
Review (May-June 1973). Reprinted by permission of the Harvard Business Review. Copyright 1973 by the
President and Fellows of Harvard College; all rights reserved.
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Leadership
15Organizational Behavior Prof. Dr. Robert J. Zaugg
The LPC Theory of Leadership
• Contends that a leader’s effectiveness depends on thesituation
• Task versus Relationship motivation
• High LPC (Least Preferred Coworkers) leaders aremore concerned with interpersonal relationships
• Low LPC leaders are more concerned with taskrelevant problems
• Situational Favorableness
• Leader-member relations
• Task structure
• Leader position power
Leadership
16Organizational Behavior Prof. Dr. Robert J. Zaugg
Table 12.2 The LPC Theory of Leadership
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Leadership
19Organizational Behavior Prof. Dr. Robert J. Zaugg
Figure 13.1 The Leader-Member Exchange (LMX) Model
Leadership
20Organizational Behavior Prof. Dr. Robert J. Zaugg
Contemporary Situational Theories
The Hersey and Blanchard Model
– Suggest that leader behaviors should vary in response
to the readiness of followers
– As follower readiness improves, the leader’s basic stylealso should change
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Leadership
23Organizational Behavior Prof. Dr. Robert J. Zaugg
by Robert Goffee and Gareth Jones
Harvard Business Review, September-October 2000.
Characteristics of successful leaders:
• They selectively show their weaknesses. By exposing some
vulnerability, they reveal their approachability and humanity.
• They rely heavily on intuition to gauge the appropriate timing and course
of their actions. Their ability to collect and interpret soft data helps them
know just when and how to act.
• They manage employees with something we call tough empathy.
Inspirational leaders empathize passionately—and realistically—withpeople, and they care intensely about the work employees do.
• They reveal their differences. They capitalize on what's unique about
themselves.
Why Should Anyone Be Led by You?
Leadership
24Organizational Behavior Prof. Dr. Robert J. Zaugg
Leadership Through the Eyes of Followers
Transformational Leadership
– The set of abilities that allows the leader to recognize the
need for change, to create a vision to guide that change,
and to execute the change effectively.
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Leadership
25Organizational Behavior Prof. Dr. Robert J. Zaugg
Leadership Through the Eyes of Followers
Charismatic Leadership
– Charisma is an individual characteristic of the leader which
inspires support and acceptance
– Leadership is based on the leader’s personal charisma
Leadership
26Organizational Behavior Prof. Dr. Robert J. Zaugg
Figure 13.3 The Charismatic Leader
David A. Nadler and Michael L. Tushman, “Beyond the Charismatic Leader: Leadership and Organizational Change,”
California Management Review , Winter 1990, pp. 70-97.
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Leadership
27Organizational Behavior Prof. Dr. Robert J. Zaugg
Leadership Through the Eyes of Followers
Attributions of Leadership
– Holds that when behaviors are observed in a context
associated with leadership, others may attribute
varying levels of leadership ability or power to the
person displaying those behaviors
Leadership
28Organizational Behavior Prof. Dr. Robert J. Zaugg
Alternatives to Leadership
• Leadership Substitutes: Individual, task, and
organizational characteristics that tend to outweigh the
leader’s ability to affect subordinates’ satisfaction and
performance
• Leadership Neutralizers: Factors that render ineffective a
leader’s attempts to engage in various leadership
behaviors
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Leadership
31Organizational Behavior Prof. Dr. Robert J. Zaugg
Emerging Issues in Leadership
Strategic Leadership
The capability to:
– understand the complexities of both the organization and
its environment.
– lead change in the organization so as to achieve and
maintain a superior alignment between the organization
and its environment.
Managerial requirements
– Thorough/complete understanding of the organization. – Firm grasp of the organization’s environment.
– Awareness of the firm’s alignment with the environment.
– Ability to improve the alignment.
Leadership
32Organizational Behavior Prof. Dr. Robert J. Zaugg
Emerging Issues in Leadership
Ethical Leadership
– Increasing environmental pressure for stronger
corporate governance models.
– Increasing pressure for high ethical standards for
leadership positions. – Increasing pressure to hold leaders accountable for
their actions.
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Leadership
33Organizational Behavior Prof. Dr. Robert J. Zaugg
Emerging Issues in Leadership
Virtual Leadership
– Leadership and mentoring change as personal contact
moves virtual.
– Nonverbal communication becomes difficult.
– Written communication through email takes on a more
important role for conveying appreciation, reinforcement,
constructive feedback.
– Face-to-face leadership skills become critical as the
opportunities decrease for direct contact.