Leadership

1. Leadership

2. Chapter learning objectives • List seven competencies of effective leaders. • Describe the people-oriented and task-oriented leadership styles. • Outline the path-goal theory of leadership. • Discuss the importance of Fiedler’s contingency model of leadership. • Contrast transactional and transformational leadership. • Describe the four elements of transformational leadership. • Identify three reasons why people inflate the importance of leadership. • Discuss similarities and differences in the leadership styles of women and men.  2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione

3. The changing concept of leadership Our concept of leadership is changing, according to recent studies. ‘Leadership style has gone from an autocratic style to encouraging participation to achieve a common outcome’, explains Wal King, chief executive of Leighton Holdings. Courtesy of Leighton Holdings  2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione

4. What is leadership? Leadership is the process of influencing people and providing an environment for them to achieve team or organisational objectives. Courtesy of Leighton Holdings  2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione

5. Perspectives of leadership Competency perspective Leadership perspectives Behaviour perspective Romance perspective Transformational perspective Contingency perspective  2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione

6. Seven leadership competencies • Drive • Leadership motivation • Integrity • Self-confidence • Intelligence • Knowledge of the business • Emotional intelligence  2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione

7. Leader behaviour perspective • People-oriented behaviours • showing mutual trust and respect • concern for employee needs • desire to look out for employee welfare • Task-oriented behaviours • assign specific tasks • ensure employees follow rules • push employees to reach peak performance  2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione

8. Path-goal leadership styles • Directive • task-oriented behaviours • Supportive • people-oriented behaviours • Participative • encouraging employee involvement • Achievement-oriented • using goal setting and positive self-fulfilling prophecy  2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione

9. Leader effectiveness • Motivated employees • Satisfied employees • Leader acceptance Leader behaviours • Directive • Supportive • Participative • Achievement-oriented Path-goal leadership model Employee contingencies Environmental contingencies  2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione

10. Skill/experienceLow Low High High Locus of controlExternal External Internal Internal Employee contingencies Directive Supportive Participative Achievement Directive Supportive Participative Achievement Environmental contingencies Path-goal contingencies Task structureNon-routine Routine Non-routine ? Team dynamics–ve norms Low cohesion +ve norms ?  2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione

11. Other contingency leadership theories • Situational leadership model(Hersey/Blanchard) • effective leaders vary style with follower ‘readiness’ • leader styles – telling, selling, participating and delegating • Fiedler’s contingency model • leadership style is stable – based on personality • best style depends on situational control – leader-member relations, task structure, position power  2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione

12. Leadership substitutes Conditions that limit a leader’s influence or make a particular leadership style unnecessary. Examples: • training and experience replace directive leadership • cohesive team replaces supportive leadership • self-leadership replaces achievement-oriented leadership  2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione

13. Transformational leadership at AES AES looks for people who are both transactional and transformational leaders . ‘We need people who can both lead and manage’, says Dennis W. Bakke, CEO and co-founder of the global power company. Courtesy of AES Corp  2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione

14. Transformational and transactional leaders • Transformational leaders • leading – changing the organisation to fit the environment • develop, communicate, enact a vision • Transactional leaders • managing – linking job performance to rewards • ensure employees have necessary resources • apply contingency leadership theories Courtesy of AES Corp.  2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione

15. Transformational leadership elements Building commitment Creating a vision Transformational leadership Modelling the vision Communicating the vision  2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione

16. Romance perspective of leadership Attributingleadership Romance perspectiveof leadership Stereotyping leadership Need for situational control  2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione

17. Gender issues in leadership Lieutenant-Commander Michelle Miller (right), Australia’s first commanding officer of a Fremantle Class patrol boat, doesn’t think she leads any differently than her male counterparts. ‘I don’t notice any difference but I guess the guys may notice a difference having a female commanding officer’, she says. © L. Williams/Launceston Examiner  2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione

18. Gender issues in leadership • Male and female leaders have similar task- and people-oriented leadership • Participative leadership is used more often by female leaders • Evaluating female leaders • past evidence: women rated less favourably than men • recent evidence: women rated more favourably than men © L. Williams/Launceston Examiner  2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione

19. Overview of the next chapter • Two fundamental requirements of organisational structures • Four elements of organisational structure • Types of departmentalisation • Team-based and network organisational structures • Contingencies of organisational design  2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione

20. Leadership