Copyright © 2012 by The McGraw-Hill Companies, Inc. All rights reserved.McGraw-Hill/Irwin

Leadership in Organizational Settings

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Leadership Defined

Leadership is the ability to influence, motivate, and enable others to contribute toward the effectiveness of the organizations of which they are members

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Shared LeadershipThe view that leadership is broadly distributed rather than assigned to one person

Employees are leaders when they champion change in the company or team

Shared leadership calls for:Formal leaders willing to delegate powerCollaborative culture – employees support each otherEmployee ability to influence through persuasion

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LeadershipLeadershipPerspectivesPerspectives

Competency Competency PerspectivePerspective

Contingency Contingency PerspectivePerspective

Implicit Implicit Leadership Leadership PerspectivePerspective

Transformational Transformational PerspectivePerspective

Perspectives of Leadership

Behavioral Behavioral PerspectivePerspective

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Self-conceptSelf-concept

DriveDrive

• Positive self-evaluation• High self-esteem and self-efficacy• Internal locus of control

• Inner motivation to pursue goals• Inquisitiveness, action-oriented

IntegrityIntegrity• Truthfulness• Consistency in words and actions

PersonalityPersonality• Extroversion, conscientiousness

(and other traits)

Eight Leadership Competencies

more

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Cognitive/Cognitive/practical practical

IntelligenceIntelligence

• Above average cognitive ability• Able to solve real-world problems

Knowledge ofKnowledge ofthe Businessthe Business

• Understands external environment• Aids intuitive decision making

Eight Leadership Competencies (con’t)

Leadership Leadership MotivationMotivation

• High need for socialized power to achieve organizational goals

Emotional Emotional IntelligenceIntelligence

• Perceiving, assimilating, understanding, and regulating emotions

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Authentic Leadership

Know YourselfKnow Yourself

• Engage in self-reflection

• Feedback from trusted sources

• Know your life story

Be YourselfBe Yourself

• Develop your own style

• Apply your values

• Maintain a positive core self-evaluation

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Leader Behavior Perspective People-oriented behaviors

• Showing mutual trust and respect • Concern for employee needs• Looks out for employee well-being

Task-oriented behaviors• Assign specific tasks• Ensure employees follow rules• Set “stretch goals” to achieve performance capacity

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Path-Goal Leadership ModelEmployeeEmployee

ContingenciesContingencies

EnvironmentalEnvironmentalContingenciesContingencies

LeaderLeaderBehaviorsBehaviors

• Directive• Supportive• Participative

• Achievement-oriented

Leader Leader EffectivenessEffectiveness

• Employee motivation

• Employee satisfaction

• Acceptance of leader

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Other Contingency Leader Theories Situational Leadership Model

• Effective leaders vary style with follower’s combined motivation and ability

• Leader styles – telling, selling, participating, and delegating

• Popular model, but lacks research support

Fiedler’s Contingency Model• Leadership style is stable -- based on personality• Best style depends on situational control• Theory has problems, but uniquely points out

inflexibility of leadership style

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Transformational Leadership Elements

1. Create a strategic vision• Depicts an attractive future

- motivates and bonds employees

• Leader champions the vision

2. Communicate the vision• Frame message around a

grand purpose• Create a shared mental

model of the future• Use symbols, metaphors

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Transformational Leadership Elements (con’t)

3. Model the vision• Walk the talk• Symbolize/demonstrate the

vision through behavior• Builds employee trust in the

leader

4. Build commitment to the vision• Increased through

communicating and modeling the vision

• Increased through employee involvement in shaping the shared vision

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Implicit Leadership Perspective

Follower perceptions of characteristics of effective leaders

1.Leadership prototypes• Preconceived image of an effective leader• Template to evaluate leader effectiveness

2.Romance of leadership effect• Amplify effect of leaders on organizational results• Fundamental attribution error• Need for situational control

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Cultural Issues in Leadership Societal cultural values and practices affect

leaders:• Shape leader’s values/norms• Influence decisions and actions• Shape follower prototype of effective leaders

Some leadership styles are universal, others differ across cultures• “Charismatic visionary” seems to be universal• Participative leadership works better in some

cultures than others

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Gender Issues in Leadership

Male and female leaders have similar task- and people-oriented leadership.

Participative leadership style is used more often by female leaders.

Evaluating female leaders• Still receive negative evaluations as leader due to

prototypes and gender stereotypes• But evidence that they are good at emerging

leadership styles (coaching, teamwork)