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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?. Approaches to Leadership. Fairhurst (2007). Competency (Trait) Perspective of Leadership. Skills, knowledge, aptitudes - PowerPoint PPT Presentation
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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
RMIT University©2013 2
What is 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)
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)
Shared leadership
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Approaches to Leadership
LEADERSHIP
Individualism
Essence of leadership
Dualistic views of
power and influence
Untheorised / exaggerated
agency
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Fairhurst (2007)
Competency (Trait) Perspective of Leadership
Competency
Drive
Emotional intelligence
Cognitive ability
Knowledge of the
business
Self-concept
Integrity
Personality
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Skills, knowledge, aptitudes and other personal characteristics that lead to superior performance
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Traits and Characteristicseg 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
6
Types and Roles
Lewin, Lippitt and White (1939)
AutocraticDemocraticLaissez –faire
Benne and Sheats (1948)
Task maintenance actGroup maintenance act
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Authentic leadership
Develop own style
Receive feed-back
Being yourself
Reflect
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Emotional intelligence
Effective leaders need to act
consistently with their values, personality, and
self-concept
Source: McShane et al 2013: 384-385 10
Contingency (Situational) Perspective of Leadership
Path-goal theory
Servant leadership
Situational leadership
Fiedler’s Contingency
model
Leadership substitutes
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The most appropriate leadership style depends on the situation.
Leaders must be insightful and flexible, and adapt behaviours and styles to the immediate situation.
Contingent LeadershipFiedler’s (1974) Contingency Model
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Favourable Unfavourable
12
Charismatic LeadershipApplied 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)
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Transformational Leadership
Visioning the new corporate future
Communicating the vision
Implementing the vision
Popular in 1980s and 1990s
(Dunphy and Stace, 1990)
Elements
Create a strategic
vision
Communicate the vision
Model the vision
Build commitment towards the
vision
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Source: McShane et al. 2013: 393
14
Paternal Leadership Style
PaternalismDependence on the leader
Personal relationships
Moral leadership
Harmony building
Conflict diffusion
Social distance
Didactic leadership
Subtle, dialogue
RMIT University©2013 Source: Fulop, L and Linstead, S (2009) : 525 15
Paternal Leadership Tactics
PaternalismCentralisation
Non-specific intentions
Secrecy
Protect authority
Selective favours
Non-emotional ties
Differential treatment
Reputation building
RMIT University©2013 Source: Fulop, L and Linstead, S (2009) : 526 16
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
RMIT University©2013 Source: Fulop and Linstead, 2009 17
Post Heroic Leadership
Associated with transformational leadership but with a greater emphasis on developing subordinates
(Bradford and Cohen, 1984)
Distributed or collective leadershipHeifetz and Laurie (1997)
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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)
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Implicit Leadership Perspective
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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 20
The Three Levels of Leadership
Public
Private
Personal
RMIT University©2013 Source: Scouller, J. (2011) 21
RMIT University©2013 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.
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RMIT University©2013
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.
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