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HRM 601 Organizational Behavior

Explore the various aspects of leadership, including traits, behaviors, and styles. Learn how different leaders can influence group and organizational goals and the importance of considering situational factors. Discover the characteristics of transformational and charismatic leadership and the impact of gender on leadership styles.

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HRM 601 Organizational Behavior

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  1. HRM 601 Organizational Behavior Session 11 Leadership

  2. What is Leadership? • The influence of one group member over other group members to help achieve group or organizational goals • Traits • physical appearance • cognitive abilities

  3. Some More Leader Traits • personality • dominance • high energy level • self-confidence • trustworthiness • motivation to lead • flexibility

  4. Trait Approach to Leadership • The approach: Leaders possess special traits that make then different from others; these traits account for leadership ability. • The research: That leaders were no different from followers, until recently. Now, motivation, flexibility, and cognitive ability are identified. • The limitations: Different situation may call for different types of leaders

  5. Leader Behaviors • People orientation -- consideration, the leader is concerned about the well being of employees and being fair. • Task orientation -- initiation of structure, the focus of this leader is on goal attainment.

  6. Consequences of Leader Behavior • Consequences of consideration: This style of works well when the task is intrinsically satisfying, or when the task is extremely structured and clear • Consequences of initiation of structure: This style works best with situations where there is pressure due to deadlines, ambiguous tasks, or external threat.

  7. The Contingency Approach • The most effective leadership style depends or is contingent on the specific situation. • Several approaches • Fiedler’s Contingency Model • House’s Path-Goal Theory • Hersey & Blanchard’s Situational Leadership

  8. Fiedler’sContingency Theory Leader Style Production Prod Person Group Relations Good Poor Task Structure Struct Unstruct Struct Unstruct Power S W S W S W S W

  9. Path-Goal Theory Leader Behavior Directive Supportive Achievement Paticipative Situation Factors Subordinate factors Work Environment Subordinate Outcomes Satisfaction Leader Acceptance Effort

  10. Situational Leadership Theory High Task Telling Selling Behavior Delegating Participating Low High Relationship Behavior

  11. Emergent Leadership • Leaders which arise from the group and have their base of power from followers rather than a higher authority. Example; elected leaders • Idiosyncrasy credits -- The freedom to violate group norms given to members who have contributed much to the group

  12. Participative Leadership • Involving subordinates in making work-related decisions • Advantages: Motivation, Quality, Acceptance • Disadvantages: .Time and effort, Loss of power, Lack of knowledge or interest

  13. Transformational Leadership • Leadership, which provides followers with a vision that instills commitment • Characteristics of transformational leadership • Individualized consideration • Intellectual stimulation • Charisma

  14. The Charismatic Leader • Traits include self-confidence, dominance, and a strong conviction in one’s beliefs • They simultaneously hold high expectations and confidence in the abilities of their followers

  15. Stages of Charismatic Leadership • Leader carefully assesses the need for change • Leader formulates a vision • The leader gets the subordinates to carry out the mission by setting an example of self-sacrifice or expertise that inspires confidence and trust

  16. Gender and Leadership Style • Gender differences in leadership behavior -- Different expectations are held for male and female leaders • Gender difference in leadership style -- Women consistently are more participative in style or democratic than are men.

  17. Reactions to Women as Leaders • Men can get away with more assertiveness, and being direct than can women • When women behaved in a directive way, they got more frowns and scowls, and negative headshakes than positive expressions. Men got more positives than negatives

  18. Does Leadership Matter Substitute or Neutralizer Person Production Oriented Oriented Subordinate Characteristics 1. Experience, ability, training X (S) 2. Professional Orientation X (S) X (S) 3. Indifference to rewards X (N) X (N) Task Characteristics 1. Routine & clear X (S) 2. Provides own feedback X (S) 3. Intrinsically satisfying X (S)

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