1. Leadership Managing Organizational Behavior & Design
Hitt et al Chapter 8
Abridged and Augmented
MGT
Managing Organizational Behavior & Design
May
John D. Blair, PhD
Georgie G. & William B. Snyder Professor in Management

2. What is leadership and how does it differ from management?
Management promotes stability or enables the organization to run smoothly.
Leadership promotes adaptive or useful changes.
Persons in managerial positions may be involved with both management and leadership.
Both management and leadership are needed for organizational success.

3. What is leadership and how does it differ from management cont.?
Leadership is a special case of interpersonal influence that gets an individual or group to do what the leader or manager wants done.
Forms of leadership.
Formal leadership.
Informal leadership.

4. The Nature of Leadership
The process of providing direction and influencing individuals or groups to achieve goals
Effective leaders are concerned with doing the “right things”
Create and communicate a vision of what the organization should be
Communicate with and gain the support of multiple constituencies
Persist in the desired direction even under bad conditions
Create the appropriate culture and to obtain the desired results

5. Approaches to leadership
Trait and behavioral perspectives.
Situational contingency perspectives.
Attributional perspectives.
New leadership perspectives.

6. Six Core Traits of Leadership
Drive
Ambition
Achievement motivation
Persistence
Tenacity
Initiative
Leadership motivation
Desire to lead, influence others, assume responsibility, and gain power
Socialized power motive
Personalized power motive

7. Six Core Traits of Leadership Cont.
Honesty and integrity
Truthful
Maintain consistency between what they say and what they do
Self-confidence
Confident in their actions and show that confidence to others
Learn from their mistakes
React positively to stress
Even-tempered
Display appropriate emotions

8. Six Core Traits of Leadership Cont.
Cognitive ability
High degree of intelligence
Process complex information
Deal with changing environments
Knowledge of business
Knowledge of business in which they are engaged
Make better decisions
Anticipate future problems
Understand implications of their actions

9. Michigan leadership studies
Employee-centered supervisors.
Place strong emphasis on subordinate’s welfare.
Production-centered supervisors.
Place strong emphasis on getting the work done.
Employee-centered supervisors have more productive work groups than production-centered supervisors.

10. Ohio State leadership studies
Consideration.
Concerned with people’s feelings and making things pleasant for the followers.
Initiating structure.
Concerned with defining task requirements and other aspects of the work agenda.
Effective leaders should be high on both consideration and initiating structure.

11. Comparison of Michigan and Ohio State Studies Revised
Job-Centered Style
Initiating Structure A D C B
Consideration
High
Low
Employee-Centered Style
Adapted from Exhibit 8-2: Comparison of Employee-Centered and Job-Centered Concepts with Consideration and Initiating Structure

12. House’s path-goal theory of leadership
Rooted in the expectancy model of motivation.
Emphasizes how a leader influences subordinates’ perceptions of both work goals and personal goals and the links, or paths, found between these two sets of goals.

13. Path-Goal Leadership Theory
Leader behaviors
Directive leadership
Supportive leadership
Achievement-oriented leadership
Participative leadership
Upward-influencing leadership\
Situational factors
Subordinates’ characteristics
Characteristics of the work environment

14. Path-goal theory predictions
Directive leadership will have a positive impact on subordinates when tasks are ambiguous and the opposite effect when tasks are clear.
Supportive leadership will increase the satisfaction of subordinates who work on tasks that are highly repetitive, unpleasant, stressful, or frustrating.

15. Path-goal theory predictions cont.
Achievement-oriented leadership will encourage subordinates to strive for higher performance standards and to have more confidence in their ability to meet challenging goals when subordinates are working at ambiguous, nonrepetitive tasks.
Participative leadership will promote satisfaction on nonrepetitive tasks that allow for the ego involvement of subordinates.

16. Attributional approaches to leadership
Leadership prototypes.
People’s mental image of what a model leader should look like.
Mix of specific and general characteristics.
Prototypes may differ by country and national culture.
The closer that a leader’s behavior matches the prototype held by the followers, the more favorable the leader’s relations and key outcomes.

17. Attributional approaches to leadership Cont.
Exaggeration of the leadership difference.
Top leaders of organizations have little impact on profits and effectiveness compared to environmental and industry forces.
Much of the impact of top leaders is symbolic.
The romance of leadership refers to people attributing romantic, almost magical, qualities to leadership.

18. Charismatic approaches to leadership
Charismatic leaders, by force of their personal abilities, can have a profound and extraordinary effect on followers.
Characteristics of charismatic leaders include:
High need for power.
High feelings of self-efficacy.
Conviction in the moral rightness of their beliefs.

19. The Force: Dark side versus bright side of charismatic leadership
Emphasizes personalized power.
Leaders focus on themselves.
Bright side.
Emphasizes socialized power.
Leaders empower followers.

20. Conger and Kanungo’s three-stage charismatic leadership model
Stage 1: the leader critically evaluates the status quo.
Stage 2: the leader formulates and articulates future goals and a idealized future vision.
Stage 3: the leader shows how the goals and vision can be achieved.

21. Distant versus close-up Charismatics

22. Transactional leadership
Involves leader-follower exchanges necessary for achieving routine performance that is agreed upon by leaders and followers.
Leader-follower exchanges involve:
Use of contingent rewards.
Active management by exception.
Passive management by exception.
Abdicating responsibilities and avoiding decisions.

23. Transformational leadership
Leaders broaden and elevate followers’ interests, generate awareness and acceptance of the group’s mission, and stir followers to look beyond self-interests.
Dimensions of transformational leadership.
Charisma.
Inspiration.
Intellectual stimulation.
Individualized consideration.

24. Leadership in self-managing work teams
Leaders provide resources or act as liaisons with other units but without the trappings of authority associated with traditional first-line supervisors.
Conditions for creating and maintaining team performance.
Efficient, goal-directed effort.
Adequate resources.
Competent, motivated performance.
A productive, supportive climate.
Commitment to continuous improvement and adaptation.

25. Can people be trained in the new leadership?
People can be trained to adopt new leadership approaches.
Leaders can devise improvement programs to address their weaknesses and work with trainers to develop their leadership skills.
Leaders can be trained in charismatic skills.

26. Is new leadership always good?
Not always good.
Dark-side charismatics can have negative effects on followers.
Not always needed.
Needs to be used in conjunction with traditional leadership.
Applies at all levels of organizational leadership.

27. Gender Effects on Leadership
Do women lead differently than men?
Structural-cultural model of leader behavior
Often experience lack of power, lack of respect, and stereotypic expectations
Thus will develop leadership styles different from those of men
Socialization model
All have been selected and socialized by the same organization
Thus, men and women will display similar leadership styles
Both women and men may be effective leaders when style matches the situation

28. Substitutes for Leadership
Characteristics of Associates
Task Characteristics
Organizational Characteristics
High in competitiveness
High in need for independence
Professional orientation
Routineness
Feedback
Intrinsic satisfaction
Highly formalized
Rules
Norms
Policies
Group cohesion