Organizational Behavior: Leadership

1. Organizational Behavior: Leadership Gholipour A. 2006. Organizational Behavior. University of Tehran.

2. Administers A copy Maintains Focuses on system and structure Relies on control Short-range view Asks how and when Eye on the bottom line Imitates Accepts the status quo Classic good soldier Does things right Innovates An original Develops Focuses on people Inspires trust Long-range perspective Asks what and why Eye on horizon Originates Challenges the status quo Own person Does the right thing Managers and Leaders Gholipour A. 2006. Organizational Behavior. University of Tehran.

3. 1- Trait Perspective Leadership Perspectives 2-Behavior Perspective 5-Romance Perspective 4-Transformational Perspective 3-Contingency Perspective Gholipour A. 2006. Organizational Behavior. University of Tehran.

4. 1- Trait Perspective Leadership Traits:represent the personal characteristics that differentiate leaders from followers. • Historic findings reveal that leaders and followers vary by- intelligence (Emotional intelligence)- dominance- self-confidence- level of energy and activity (Drive and Leadership motivation)- task-relevant knowledge - Honesty and Integrity • Contemporary findings show that- people tend to perceive that someone is a leader when he or she exhibits traits associated with intelligence, masculinity, and dominance- people want their leaders to be credible- credible leaders are honest, forward-looking, inspiring, and competent Gholipour A. 2006. Organizational Behavior. University of Tehran.

5. 1- Trait Perspective men were seen as displaying more overall and task leadership and women were perceived as displaying more social leadership. - women used a more democratic or participative style than men, and men used a more autocratic and directive style than women - men and women were equally assertive - women executives, when rated by their peers, managers and direct reports, scored higher than their male counterparts on a variety of effectiveness criteria • Past evidence that women rated less favorably than equivalent male leaders due to stereotyping • Recent evidence that women rated more favorably than men, particularly on emerging leadership styles (coaching, participating) • Gender and leadership Gholipour A. 2006. Organizational Behavior. University of Tehran.

6. 2 - Behavior Perspective • The Iowa Leadership Studies • Authoritarian • Democratic • Laissez-faire • Ohio State Studies identified two critical dimensions of leader behavior.1. Consideration: creating mutual respect and trust with followers2. Initiating Structure: organizing and defining what group members should be doing • University of Michigan Studies identified two leadership styles that were similar to the Ohio State studies- one style was employee centered - and the other was job centered • Blake and Mouton’s Managerial Grid represents four leadership styles found by crossing concern for production and concern for people Gholipour A. 2006. Organizational Behavior. University of Tehran.

7. 2 - Behavior Perspective • People-oriented Behaviors • Showing mutual trust and respect • Concern for employee needs • Desire to look out for employee welfare • Task-oriented Behaviors • Assign specific tasks • Ensure employees follow rules • Push employees to reach peak performance Gholipour A. 2006. Organizational Behavior. University of Tehran.

8. The Managerial Grid 1 2 3 4 5 6 7 8 9 (1,9) (9,9) (5,5) Concern for People (9,1) (1,1) 1 2 3 4 5 6 7 8 9 Concern for Production Gholipour A. 2006. Organizational Behavior. University of Tehran.

9. 3 - Contingency Perspective Fiedler’s Contingency Model The Path-Goal Theory H. & B. Situational Leadership Theory Gholipour A. 2006. Organizational Behavior. University of Tehran.

10. High People-Oriented Task-Oriented Performance Low Favorable Moderate Unfavorable • Category • Leader-Member • Relations • Task Structure • Position Power I Good High Strong II Good High Weak III Good Low Strong IV Good High Weak V Poor High Strong VI Poor High Weak VII Poor Low Strong VII Poor Low Weak Findings of the Feidler Model Gholipour A. 2006. Organizational Behavior. University of Tehran.

11. House’s Path-Goal Theory Employee Characteristics- Locus of control- Task ability- Need for achievement- Experience- Need for clarity Leadership Styles- Directive- Supportive- Participative- Achievement oriented Employee Attitudes and Behavior- Job satisfaction - Acceptance of leader- Motivation Environmental Factors- Employee’s task- Authority system- Work group Gholipour A. 2006. Organizational Behavior. University of Tehran.

12. 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 Structure nonroutine routine nonroutine ? Team Dynamics–ve norms low cohesion +ve norms ? Gholipour A. 2006. Organizational Behavior. University of Tehran.

13. Hersey and Blanchard’s Situational Leadership Theory Leader Behavior Participating S3 Share ideas and facilitate in decision making Selling S2 Explain decisions and provide opportunity for clarification High Relationship Behavior(supportive behavior) Delegating S4 Turn over responsibility for decisions and implementation Telling S1 Provide specific instructions and closely supervise performance Low Task Behavior Low High Follower ReadinessHigh Moderate Low R4 R3 R2 R1 Follower-Directed Leader-Directed Gholipour A. 2006. Organizational Behavior. University of Tehran.

14. 4 5 2 1 3 Leader Participation Model Employee Involvement Continuum Increased Leader Control Increased Employee Involvement Gholipour A. 2006. Organizational Behavior. University of Tehran.

15. Contingency Variables in the Revised Leader-Participation Model 1. Importance of the decision. 2. Importance of subordinate commitment to the decision. 3. Whether leader has enough information to make a decision. 4. How well-structured the problem is. 5. Whether autocratic decisions would be supported by subordinates. 6. Whether subordinates “buy into” the organization’s goals. 7. Whether subordinates disagree over solution alternatives. 8. Whether subordinates know enough to make a good decision. 9. Time constraints that may limit the involvement of subordinates. 10. Cost justification for gathering geographically dispersed subordinates. 11. Importance of minimizing the time it takes to make a decision. 12. Importance of participation to developing decision-making skills. Gholipour A. 2006. Organizational Behavior. University of Tehran.

16. Transformational leaders • Leading -- changing the organization to fit the environment • Develop, communicate, enact a vision 4 - Transformational Perspective • Transactional leaders • Managing -- linking job performance to rewards • Ensure employees have necessary resources • Apply contingency leadership theories . Gholipour A. 2006. Organizational Behavior. University of Tehran.

17. Transformational Leadership Elements Building Commitment Creating a Vision Transformational Leadership Modeling the Vision Communicating the Vision Gholipour A. 2006. Organizational Behavior. University of Tehran.

18. Visionary Leadership Live the Vision Express the Vision Extend the Vision Gholipour A. 2006. Organizational Behavior. University of Tehran.

19. Self-confidence A compelling vision Extraordinary behavior Charismatic Leadership Image as a change agent Strong convictions Gholipour A. 2006. Organizational Behavior. University of Tehran.

20. Type of Charismatic Leadership Styles • Envisioning • Energizing • Enabling Gholipour A. 2006. Organizational Behavior. University of Tehran.

21. Transactional versus Charismatic Leadership • Charismatic Leadership:emphasizes symbolic leader behavior that transforms employees to pursue organizational goals over self-interests • Charismatic Leaders- use visionary and inspirational messages- rely on non-verbal communication- appeal to ideological values- attempt to intellectually stimulate employees- display confidence in self and followers- set high performance expectations Gholipour A. 2006. Organizational Behavior. University of Tehran.

22. Charismatic Model of Leadership Organizational Culture Leaderbehavior Effects onfollowers andwork groups Outcomes • Increased intrinsic motivation, achievement orientation, and goal pursuit • Increased identification with the leader and the collective interests of organizational members • Increased cohesion among workgroup members • Increased self-esteem, self-efficacy, and intrinsic interests in goal accomplishment • Increased role modeling of charismatic leadership • Adaptive • Leader establishes a vision • Leader establishes high performance expectations and displays confidence in him/herself and the collective ability to realize the vision • Leader models the desired values, traits, beliefs, and behaviors needed to realize the vision • Personal commitment to leader and vision • Self-sacrificial behavior • Organizational commitment • Task meaningfulness and satisfaction • Increased individual group, and organizational performance Gholipour A. 2006. Organizational Behavior. University of Tehran.

23. The Leader-Member Exchange (LMX Model) • This model is based on the idea that one of two distinct types of leader-member exchange relationships evolve, and these exchanges are related to important work outcomes.- in-group exchange: a partnership characterized by mutual trust, respect and liking- out-group exchange: a partnership characterized by a lack of mutual trust, respect and liking • Research supports this model Gholipour A. 2006. Organizational Behavior. University of Tehran.

24. Substitutes for Leadership • Substitutes for leadershiprepresent situational variables that can substitute for, neutralize, or enhance the effects of leadership. Conditions that limit a leader’s influence or make a particular leadership style unnecessary. • Research shows that substitutes for leadership directly influence employee attitudes and performance. Examples: • Training and experience replace directive leadership • Cohesive team replaces supportive leadership • Self-leadership replaces achievement-oriented leadership Gholipour A. 2006. Organizational Behavior. University of Tehran.

25. Workers That Are Experienced or Highly-Trained Jobs That Are Unambiguous or Highly Satisfying Is Leadership Always Relevant? Workgroups That Are Cohesive Goals That Are Formalized or Rules That Are Rigid Gholipour A. 2006. Organizational Behavior. University of Tehran.

26. Substitutes for Leadership Gholipour A. 2006. Organizational Behavior. University of Tehran.

27. Substitutes for Leadership (cont) Gholipour A. 2006. Organizational Behavior. University of Tehran.

28. Servant and Superleadership • Servant Leadership represents a philosophy in which leaders focus on increased service to others rather than to oneself. • A superleader is someone who leads others to lead themselves by developing employees’ self-management skills. • Superleaders attempt to increase employees’ feelings of personal control and intrinsic motivation. Gholipour A. 2006. Organizational Behavior. University of Tehran.

29. Characteristics of the Servant-Leader 1. ListeningServant-leaders focus on listening to identify and clarify the needs and desires of a group. 2. Empathy Servant-leaders try to empathize with others’ feelings and emotion. An individual’s good intentions are assumed even when he or she performs poorly. 3. HealingServant-leaders strive to make themselves and others whole in the face of failure or suffering. 4. Awareness Servant-leaders are very self-aware or their strengths and limitations. Gholipour A. 2006. Organizational Behavior. University of Tehran.

30. Characteristics of the Servant-Leader (continued) 5. PersuasionServant-leaders rely more on persuasion than positional authority when making decisions and trying to influence others. 6. ConceptualizationServant-leaders take the time and effort to develop broader based conceptual thinking. Servant-leaders seek an appropriate balance between a short- term, day-to-day focus and a long-term, conceptual orientation. 7. ForesightServant-leaders have the ability to foresee future outcomes associated with a current course of action or situation. Gholipour A. 2006. Organizational Behavior. University of Tehran.

31. Characteristics of the Servant-Leader (continued) 8. StewardshipServant-leaders assume that they are stewards of the people and resources they manage. 9. Commitment to Servant-leaders are committed to peoplethe growth of beyond their immediate work role. Theypeople commit to fostering an environment that encourages personal, professional, and spiritual growth. 10. Building Servant-leaders strive to create a sense of Community community both within and outside the work organization. Gholipour A. 2006. Organizational Behavior. University of Tehran.

32. What Is Trust? • Integrity: honesty and truthfulness • Competence: knowledge and skill • Consistency: reliability and predictability • Loyalty: willingness to protect • Openness: give full true Gholipour A. 2006. Organizational Behavior. University of Tehran.

33. Three Types of Trust Deterrence Based Knowledge Based Identification Based Gholipour A. 2006. Organizational Behavior. University of Tehran.

34. Practice Openness Promote Fairness Express Feelings Keep Confidences Be Consistent Keep Promises Tell the Truth Show Competence Building Trust Gholipour A. 2006. Organizational Behavior. University of Tehran.

35. Authentic Leadership • Confident • Hopeful • Optimistic • Resilient • Transparent • Moral / ethical • Future oriented • Associate building Gholipour A. 2006. Organizational Behavior. University of Tehran.