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LEADERSHIP

LEADERSHIP. Sumeyye KUSAKCI, MA. What Is Leadership?. Leadership: The ability to influence a group toward the achievement of a vision or a set of goals Formal or non-sanctioned Not all leaders are managers Not all managers are leaders

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LEADERSHIP

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  1. ORGANIZATIONAL BEHAVIOUR CHAPTER 11 LEADERSHIP Sumeyye KUSAKCI, MA

  2. What Is Leadership? • Leadership: The ability to influence a group toward the achievement of a vision or a set of goals • Formal or non-sanctioned • Not all leaders are managers • Not all managers are leaders • Successful organizations have strong leadership and strong management • Leaders inspire and create vision • Managers create plans and oversee day-to-day operations

  3. Trait Theories • Trait theory focuses on personal qualities and characteristics • It is widely accepted that traits do predict emergence of a leader rather than the effectiveness of a leader. • Big Five Personality Framework • Extraversion has strongest relation to leadership • Conscientiousness and Openness to Experience also strongly related to leadership • Agreeableness and Emotional Stability are not correlated with leadership • Emotional Intelligence is correlated with leadership, however, this link is under-investigated • EI

  4. Behavioral Theories • Behaviors can be taught – traits cannot • Leaders are trained – not born

  5. Ohio State Studies • Researchers looked at important dimensions of leadership behavior. • over 1000 dimensions • narrowed it down to two dimensions • Initiating Structure • when the leader is able to define and structure their role and that of their employees to work towards the goals of the organization • Attempts to organize work, work relationships, and goals • Consideration • the ability of the leader to gain the trust and respect of their followers and to help them feel appreciated for what they do • Concern for followers’ comfort, well-being, status, and satisfaction

  6. University of Michigan Studies • similar in nature to the Ohio State findings • Employee-oriented which looks at the interpersonal relationships between the leader and their followers • Emphasize interpersonal relations and accept individual differences • Production-oriented which focuses on the technical aspect of the job • people are means to an end

  7. Contingency Theories • It is important to understand the environment that the leader is in to fully understand leadership effectiveness. • Contingency theories attempt to match leadership style with work context as one leadership style does not work in every situation • There are two key theories that enhance our understanding of leadership by explaining situational variables. • Fielder’s Model • Leader-Member Exchange Theory of Leadership

  8. Fiedler Leadership Model • Leadership style is fixed • Find a leader to fit the situation or change the situation to fit the leader • Leadership Style: (LPC) • Relationship oriented • Task oriented • Degree of situational control • Leader-member relations ; the degree of trust and respect employees have for the leader • Task structure ; embedded in job assignments • Position power; the amount of influence the leader has over decisions that represent power such as hiring, firing and rewards.

  9. Fiedler Leadership Model

  10. LMX Theory • Leaders treat followers differently • In-group members • Close to leader in attitude or personality • Have more of the leader’s attention • Get special privileges • Have higher performance ratings • Lower turnover • Greater satisfaction • Experience more stress because of the added workload • Out-group members

  11. Path-Goal Theory

  12. Charismatic Leadership • The Greek word meaning Gift • A charismatic leader will often gain followers through personality rather than through power or authority. • Key characteristics associated with a charismatic leader: • Vision; expressed as an idealized goal • Personal risk-taking; engage in self-sacrifice to achieve the vision • Sensitivity toward followers; to their feelings/needs • Extraordinary behaviors; engaging in behaviors that are perceived as counter to norms, thereby extraordinary.

  13. Transformational Leadership • Transactional leaders • Motivate their followers in the direction of established goals by clarifying role and task requirements • Transformational leaders • Inspire followers to transcend their own self-interests for the good of the organization • Four Principles • Individualized Consideration • Intellectual Stimulation • Inspirational Motivation • Idealized Influence • These two approaches are not contradictory in nature, in fact they can complement each other.

  14. Authentic Leadership • Ethics as the Basis for Leadership? • Authentic leaders know who they are, what they believe in and value, and act on those values and beliefs openly and candidly

  15. Finding and Creating Effective Leaders • Selecting • Testing • Interview • Situational Factors • Training • Target Group • The Content

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