Leadership In Organizational Settings

1. Leadership In Organizational Settings By Angi Bustamante, Raymond Yeung & Jeremiah Bostwick

2. What is Leadership? Leadership is about…. • Influencing, Motivating, and Enabling others to contribute towards the effectiveness and success of the organization • Gone are the days of the command-and-control boss • For example, in this class our instructor let us “share” the leadership i.e members are given the opportunity to “lead” in class presentations

3. Shared Leadership Shared Leadership is the view that leadership is broadly distributed rather than assigned to one person • Not restricted to “executive branch” • Anyone in the organization may be a leader in various ways & various times • Example: self-directed work teams consist of leaders who share leadership responsibilities in an effort to complete a project. For example in this class we form groups and usually select a “leader” to present our group discussions.

4. Perspectives of Leadership 5 Most popular perspectives include • Competency • Behavioral • Contingency • Transformational • Implicit Leadership

5. Competency Perspective of Leadership • Leadership requires specific competencies to fulfill leadership roles… • In other words, certain qualities contribute to a successful leader that are readily recognized by others

6. Seven Competencies of Effective Leaders • Emotional Intelligence • Integrity • Drive • Leadership Motivation • Self-Confidence • Intelligence • Knowledge of the Business

7. 7 Competencies, con’t • Emotional Intelligence the leader’s ability to monitor his or her own emotions, discriminate among them, and use the information to guide his or her own thoughts • Integrity the leader’s truthfulness and tendency to translate words into deeds • Drive the leader’s inner motivation to pursue goals

8. 7 Competencies, Con’t 4. Leadership Motivation The leader’s need for socialized power to accomplish team or organizational goals 5. Self-confidence The leader’s belief in his or her own leadership skills and ability to achieve objectives 6. Intelligence The leader’s above-average cognitive ability to process enormous amounts of information 7. Knowledge of the Business The leaders tacit and explicit knowledge about the company’s environment, enabling him or her to make more intuitive decisions

9. Competency (Trait) Perspective Limitations and Practical Implications • This concept assumes that all leaders have the same personal characteristics and that all of these qualities are equally important in all situations • In reality leadership is too complex to fit this cookie-cutter mold

10. Behavioral Perspective of Leadership • Task-Oriented Leadership • People-Oriented Leadership • Listen to employee’s suggestions • Do personal favors for employees • Support employee interests • Treat employees as equals

11. Contingency Perspective of Leadership • Leadership is based on the idea that the most appropriate leadership style is dependent on the situation

12. Path-Goal Theory of Leadership • A contingency theory of leadership based on expectancy theory of motivation that relates several leadership styles to specific employee and situational contingencies.

13. Other Contingency Theories • Skill and Experience Directive leadership gives subordinates information about how to accomplish the task, whereas supportive leadership helps them cope with the uncertainties of unfamiliar situations. • Locus of Control People with an internal locus control believe they have control over their work environment. People with external locus control believe their performance is due more to luck and fate. • Task Structure Leaders should know when and which leadership style would be most appropriate in certain work situations. (Directive style, Participative Leadership) • Team Dynamics Cohesive teams with performance oriented norms act as a substitute for most leader interventions. High team cohesiveness substitutes for supportive leadership.

14. Transformational Perspective in Leadership • A leadership perspective that explains how leaders change teams or organizations by creating, communicating, and modeling a vision for the organization or work unit and inspiring employees to strive for that vision.

15. Implicit Leadership Perspective • A theory hypothesizing that perceptual processes cause people to inflate the importance of leadership as the cause of or organizational events.

16. Cross-Cultural and Gender Issues in Leadership • Writers often stereotype that women have an interactive style that includes more people-oriented and participative leadership. • Recent surveys report that women are rated higher than men on the qualities of coaching, teamwork, and empowering employees. • Overall, both male and female leaders must be sensitive to the fact that followers have expectations about how leaders should act.

17. Quiz Questions • True/False • All leaders are executive, and therefore no other individuals are to be followed. • (False) • Different effective leaders could have different leadership traits. • (True) • Emotional Intelligence often leads to being to soft on employees and is a bad leadership trait. • (False)

18. Quiz Questions part 2 • Which of the following is not a Leadership trait in the 'competency perspective of leadership?' • A) Intelligence • B) Knowledge of the business • C) Thrifty • D) Integrity • (C) • Transformational leadership... • A) is the leadership style most often used by Optimus Prime. • B) explains how leaders motivate employees to strive for a new vision. • C) is the process of how a leader changes his leadership style to another style. • D) is a theory that explains why leaders treat different subordinates differently. • (B)