OB - Leadership
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Based in part on the Organizational Behavior text by Krietner & Kinicki (2009).
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OB - Leadership
- 1. Leadership BUSA 220 Professor Wallace Krietner/Kinicki, 2009
- 2. Definitions “Leadership is the inspiration and mobilization of others to undertake collective action in pursuit of the common good.” Crosby & Bryson, 2005 “Leaders’ influence will turn on their own qualities of character, expertise, prestige, intelligence, charm and credibility, but these will have little impact unless they engage the relevant needs and motivations of the persons being influenced. James McGregor Burns, 1978 Krietner/Kinicki, 2009
- 3. Studying Leadership • Trait approaches • Behavioral approaches • Contingency approaches • Transformational Approaches • Emerging Approaches Krietner/Kinicki, 2009
- 4. Not the Same Thing! Leadership Management • Influencing and • Stewardship and changing behavior. accountability • Inspiring a vision • Executing plans • Manage people • Managing resources • Understanding power & • Planning, controlling influence • Putting customers first • Putting people first! • Acting responsibly • Acting decisively Krietner/Kinicki, 2009
- 6. Intersection of High Performance Leaders Managers • Inspire & Motivate • Are Accountable • Manage People • Execute • Are Decisive • Manage Resources • Create a Vision • Plan, organize, direct, control Leaders who also manage, or Managers who also lead Krietner/Kinicki, 2009
- 7. Leadership Traits • “Great Man” approach – Attempt to identify relatively stable, enduring dispositional attributes that leaders possess • Implicit Leadership Theory – Beliefs about how leaders should behave and should do for their followers • Emotional Intelligence – Ability to manage oneself and one’s relationships in mature and constructive ways. Krietner/Kinicki, 2009
- 8. Key Positive Leadership Traits • Intelligence • Self-confidence • Determination • Honesty/Integrity • Sociability • Extroversion • Conscientiousness • Problem solving skills Krietner/Kinicki, 2009
- 9. Traits That Aren’t Leadership • Incompetent • Rigid • Intemperate • Callous • Corrupt • Insular • Evil • Self Centered Krietner/Kinicki, 2009
- 10. Trait Practical Implications • Personal – Predispositions: Personality tests and other trait assessments will reveal predispositions (Remember your Big 5?) – Development Plans: However, targeted plans aimed at adapting and learning new behaviors can be effective ways to develop leadership talent • Organizational – Use valid measures of job-related traits to select employees – Create management development programs Krietner/Kinicki, 2009
- 11. Ohio State Behavioral Studies Low Consideration High Consideration Behavior Behavior Low Initiating High Initiating Structure Behavior Structure Behavior Krietner/Kinicki, 2009
- 12. Ohio State – 4 Leadership Styles Showing Consideration High Emphasizes reaching the Seeks input from goal while welcoming others before taking suggestions and action; gets consensus encouraging consensus Passive, Takes charge, noncommittal, low structures employees impact on followers tasks Low Low High Initiating Structure Krietner/Kinicki, 2009
- 13. What Do You Think? Natalia tends to ensure her team is on board with any decision she makes. The productivity of her team is below the level of other teams in her business unit. Based on the Ohio State leadership studies Natalia is probably: a. High on consideration, high on initiating structure b. High on consideration, low on initiating structure c. Low on consideration, low on initiating structure d. Low on consideration, high on initiating structure Krietner/Kinicki, 2009
- 14. Peter F. Drucker (1909-2005) • The only thing we know about the future is that it will be different. • One cannot manage change. One can only be ahead of it. • Management by objective works if you know the objectives. Ninety percent of the time you don't. • The purpose of an organization is to enable common men to do uncommon things. Krietner/Kinicki, 2009
- 15. Peter Drucker’s Leadership List 1. Determine what needs to be done. 2. Determine the right thing to do for the welfare of the entire enterprise 3. Develop action plans 4. Take responsibility for decisions. 5. Take responsibility for communicating action plans 6. Focus on opportunities rather than problems. 7. Run productive meetings 8. Think and say “we” rather than “I”. 9. Listen first, speak last. Krietner/Kinicki, 2009
- 16. Behavioral Theory Key Points • Challenged assumption that leaders are born, not made • Defined “leadership” in actual behaviors • There is no one best style of leadership – depends on the situation • An “effective” leader behavior can be misused and have negative consequences for employees Krietner/Kinicki, 2009
- 17. Fiedler’s Contingency Theory • Effective traits and behaviors depend on the situation. – Premise: There must be a match between the leader’s style and the demands of the situation for the leader to be effective. – Assumption: Leadership style does not change. If a mismatch occurs between style and the situation, change the situation. Graphic Source: Wordpress Krietner/Kinicki, 2009
- 18. Fiedler’s 3 Variables 1. Leader-Member Relationship 2. Task Structure 3. Position Power Krietner/Kinicki, 2009
- 19. What’s Your Experience? Have you been in a situation where, as a leader, one of these situational factors were not in your favor? • If Yes, was it more practical to _________ in response to the situation a. change the situation b. change your behaviors • Do you agree that leaders have one dominant style? Krietner/Kinicki, 2009
- 20. Fiedler’s Contingency Model Low Situational Moderate Control High Control Situations Control Control Situations Situations Leader- member Good Good Good Good Poor Poor Poor Poor relations Task High High Low Low High High Low Low Structure Position Strong Weak Strong Weak Strong Weak Strong Weak Power Situation I II III IV V VI VII VIII Optimal Task-motivated Relationship- Task- Leadership Leadership Motivated Motivated Style Leadership Leadership Krietner/Kinicki, 2009
- 21. Fiedler: Key Points • Leadership effectiveness is comprised of: – Traits, – Behaviors, and – Situational factors • Organization implications – Give some consideration to the situational context when placing people in leadership roles – Poor leadership in one context may not mean poor leadership in a different situation – Organization’s should provide training/mentoring to increase leaders’ adaptability Krietner/Kinicki, 2009
- 22. House’s Revised Path-Goal Theory Employee Leader Behaviors Characteristics Leader Behaviors Leadership Path-goal Locus of control Effectiveness clarifying Task ability Employee Achievement Need for motivation oriented achievement Employee Work facilitation Experience satisfaction Supportive Need for clarity Employee Interaction performance facilitation Leader acceptance Group oriented- Work-unit decision making performance Representation and Environmental Factors networking Value based Task structure Work group dynamics Krietner/Kinicki, 2009
- 23. The Full Range of Leadership Transformational/Servant Transactional (Contingent Reward) Management By Exception (Passive/ Laissez Aggressive) Faire (Avolio 1999; Bass & Riggio, 2006) Krietner/Kinicki, 2009
- 24. The Full Range of Leadership Krietner/Kinicki, 2009
- 25. Leader’s Self Knowledge Directly impacts followers: • Job satisfaction • Engagement • Autonomy • Adaptability • Cohesiveness • Collaboration Krietner/Kinicki, 2009
- 26. Transactional vs. Transformational • Transactional • Transformational Leadership focuses on Leadership transforms clarifying employees’ employees to pursue roles and providing organizational goals rewards contingent on over self-interest performance • Appeals to followers’ • Appeals to what values, beliefs, self- followers want concept (rewards) Krietner/Kinicki, 2009
- 27. Transformational Leadership Ind. & Org. Leader Effects on Outcomes Characteristics behavior followers and work groups Personal Traits Inspirational commitment to motivation Increased Life leader and vision Idealized identification with Experiences the leader Self-sacrificial Attributes behavior Organizational Increased intrinsic Culture Idealized motivation, achie Organizational Behavior vement commitment Individualized orientation, and consideration goal pursuit Intellectual Increased stimulation cohesion among workgroup members Krietner/Kinicki, 2009 (Avolio 1999; Bass & Riggio, 2006)
- 28. Idealized Influence • Admiration, trust & respect • “Modeling the way” • Joint risk & empowerment • Vision, passion & integrity • Moral standards (Bass & Riggio, 2006; Kouzes & Posner, 2007; Avolio, 1999; Bennis, 2009; Northouse, 2007; Senge, et al., 1994). Krietner/Kinicki, 2009
- 29. Inspirational Motivation • Emotional Symbolism • Sharing Vision • Engagement • Charismatic • Followers feel valued (Bass & Riggio, 2006; Kouzes & Posner, 2007; Avolio, 1999; Barbuto, 2005; Goleman, 1995, 2002; Northouse, 2007; Senge, et al., 1994). Krietner/Kinicki, 2009
- 30. Individualized Consideration Transformational leadership practices build psychological capital with followers which enhances their internal motivation and organizational learning culture. (Gooty, Gavin, Johnson, Frazier and Snow, 2009) Krietner/Kinicki, 2009
- 31. Intellectual Stimulation • Organizational learning culture • Commitment to increased complexity • Increased individual skill mastery • Increased OCB (Joo & Lim, 2009; Gerhardt & Lulzadis, 2009; Gerhardt, Ashenbaum & Newman, 2009). Krietner/Kinicki, 2009
- 32. Organizational Citizenship Behavior • Rules • Collaboration • Governance • Good Sports • Altruistic • Group and the Organization over self- interests Krietner/Kinicki, 2009 (VanYperen, Vandenberg, & Willering, 1999; Krishnan & Arora, 2008).
- 33. Organization Citizenship Behavior • TL + OCB = higher follower performance • Healthy debate (adaptive conflict) is required • Leaders behavior is key • Leaders’ OCB and followers’ OCB are not always equal or directly related. (Boerner, Eisenbeiss & Gresser, 2007; Heifetz, 1994; Krishnan & Arora, 2008) Krietner/Kinicki, 2009
- 34. LMX: Leader-Member Exchange Assumption: Leaders do not treat all employees in the same way – it is based on their one-on-one relationship. – 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 Krietner/Kinicki, 2009
- 35. Shared Leadership … a dynamic interactive influence process among individuals in groups for which the objective is to lead one another to the achievement of group or organizational goals or both. Krietner/Kinicki, 2009
- 37. Robert Greenleaf: Servant Leadership “The servant-leader is servant first… It begins with the natural feeling that one wants to serve, to serve first. Then conscious choice brings one to aspire to lead. That person is sharply different from one who is leader first, perhaps because of the need to assuage an unusual power drive or to acquire material possessions…The leader-first and the servant-first are two extreme types. Between them there are shadings and blends that are part of the infinite variety of human nature." Krietner/Kinicki, 2009
- 38. Robert Greenleaf: Servant Leadership "The difference manifests itself in the care taken by the servant-first to make sure that other people’s highest priority needs are being served. The best test, and difficult to administer, is: Do those served grow as persons? Do they, while being served, become healthier, wiser, freer, more autonomous, more likely themselves to become servants? And, what is the effect on the least privileged in society? Will they benefit or at least not be further deprived?" Krietner/Kinicki, 2009
- 39. What Do You Think Which of the following is true? a. A leader is responsible for the quality of the relationships with his/her subordinates. b. Followers who protect their leaders from bad news are appreciated. c. Followers should focus on doing a good job and not try to learn about their manager’s style, strengths or weaknesses. d. Followers should build on mutual strengths and adjust to accommodate the leader’s style, goals, expectations and weaknesses. Krietner/Kinicki, 2009
Editor's Notes
- Barbara C. Crosby and John M. Bryson, Leadership for the Common Good.San Francisco, CA: Jossey-Bass, 2005, p. xix.Burns, J.M. (1978). Leadership. New York, NY. Harper Row. P. 374.
- Leaders have a broader focus than managers, and their goal is to influence and help guide people through change. Leaders need to motivate so that people will be managed in the direction that is best for the organization. Effective leaders need to be good managers themselves or else be supported by effective managers.Broadly speaking leadershipdeals with inspiration, motivation, and influence produces change, often to a dramatic degree often transforms their organization, andcreates vision for the organizationOn the other hand, managementis more formal and scientific, operating with a set of tools and techniques that can be widely usedis more likely to produce a degree of predictability and ordermaintains their organization, andimplements vision for the organizationIn general, managers have to be focused on systems, structures, controls, and actions intended to achieve predictability and order in complex situations. These are the behaviors that ensure “stuff gets done.”The bottom-line difference between leadership and management is one of emphasis because leadership and managerial characteristics do overlap. Effective leaders also manage; effective managers also lead. Organizations need both in order to reach their objectives. For example Dr. Martin Luther King is known for his excellent leadership because of his eloquence, vision, and inspiration; but we don’t think of him as a manager. His movement, however, would not have had the widespread impact it has had if it weren’t for the managerial talents of his supporting staff. Thus, leadership and management can complement each other. We do of course expect our leaders to be accountable. Real leadership enables and empowers others to perform at their best fulfilling the management needs of an organization.
- The “Great Man” approach was popular in 1930’s-50’sImplicit Leadership Theory states that people have beliefs about how leaders should behave and what they should do for their followersResearch produced one leadership prototype that includes traits such as intelligence, masculinity, and dominance. But similar studies from other countries reveal that leadership prototypes are different. A set of global leadership prototypes has not yet been identified.Emotional Intelligence is also associated with leadership effectiveness. However the work on emotional intelligence has not appeared in academic journals or professional magazines so it is unclear to what extent emotional intelligence contributes to effective leadership.In short, traits do play a central role in how we perceive leaders, and they ultimately impact leadership effectiveness. Bringing together the findings from various traits studies, you will see a list of positive traits on the next slide.
- The traits on this list are those that anyone wishing to assume a leadership role would benefit from cultivating:Intelligence is the ability to think strategically, reason analytically, and exercise good judgment.Self-confidence allows leaders to gain trust by being sure of their own actions and not being defensive about making mistakes.Determination is characterized by high energy, motivation, need for achievement.Honesty and integrity means being truthful and exhibiting a consistency between words and actions.Sociability refers to being open, honest, competent, forward-looking, and inspiring.Extroversion is deriving energy from others.Conscientiousness is being responsible.Problem solving skills – ability to identify causes of problems and generate appropriate solutionsInterestingly, executives and aspiring executives are often measured on these types of characteristics and then a personal development plan is put together for them to strengthen their weakest areas. Assessments include personality tests, business simulations, and role play exercises.No one set of traits results in leadership effectiveness in every situation. What else might you add to this list?
- The traits on this list have been found to be associated with ineffective leaders by Barbara Kellerman. In an analysis of poor leader/follower cases she found the following key traits:Incompetent – lack of skill or will to create positive changeRigid – stiff and unyielding, unable or unwilling to adapt to new ideasIntemperate – lacks self controlCallous – uncaring and unkind, needs, wants and desires of most members are ignored or discountedCorrupt – lie, cheat, steal – put self-interest ahead of public interestInsular – disregard welfare of others outside the group they are directly responsible forEvil – commit atrocities, use pain as an instrument of power
- First, on a personal level, you may find that trait assessments indicate certain areas of strengths and weaknesses with regard to effective leadership traitsThis information can be used to develop targeted development plans to adapt your behavior towards more effective leadershipFrom the organization’s perspective, trait research suggests that using valid measures of job-related traits to select employees and creating management development programs will promote leadership strength among employees that will eventually be necessary for succession planning.
- In an effort to develop better military leaders during World War II, the focus on leadership research shifted from personality traits to leader behaviors. Ohio State researchers concluded that all leader behaviors could be grouped under two dimensions of leader behavior: consideration, employee-centered behaviors, and initiating structure, job-centered behaviors.
- How much consideration and structure behavior a leader exhibits determines which quadrant a leader’s style is associated with.High consideration and low structure as described in the maroon box of this model is a leader who seeks advice from others and gets consensus before making a decision and taking action.High consideration and high structure described in the green box is a leader who reaches a goal by using suggestions and encouragement to reach a group consensus.Low consideration and low structure, the gray box, is a leader who is passive and noncommittal with little impact on followers from whom he seeks little participation in decisions.Low consideration and high structure, the blue box, is a leader who is characterized by unilaterally taking charge and giving assignments to others. While it was predicted that leaders who were high on both dimensions would be best, the research has been mixed. It seems to depend on the situation. Thus, the research focus shifted to the situational leadership theories.
- Answer = B.
- Source: Wikipedia.Drucker's books and scholarly and popular articles explored how humans are organized across the business, government and the nonprofit sectors of society.[2] He is one of the best-known and most widely influential thinkers and writers on the subject of management theory and practice. His writings have predicted many of the major developments of the late twentieth century, including privatization and decentralization; the rise of Japan to economic world power; the decisive importance of marketing; and the emergence of the information society with its necessity of lifelong learning.[3] In 1959, Drucker coined the term “knowledge worker" and later in his life considered knowledge worker productivity to be the next frontier of management.[4]
- Leaders can be made through identifying effective behaviors and providing trainingThis movement of research gave definition about what exactly leadership is through defining it in behavioral termsThe research also uncovered the fact that one particular style of leadership is not necessarily most effective in every situation. For example, more structure is often necessary when employees are dealing with role ambiguity.Finally, even “effective” leader behaviors can be misused. For example, showing caring and empathy regularly without action to help change course or fix a problem can be very frustrating for employees.
- Graphic Source: http://ijustcantwaittobeking.wordpress.com/2012/02/24/leadership-theories/Because the findings about leadership traits and behavioral styles were inconsistent, researchers turned their attention to developing the theory that leadership traits and behaviors that will lead to success are contingent upon the situation.
- Situational favorableness refers to the degree a situation enables the leader to exert influence over the followers.Factors that affect situational favorableness are listed in rank order on this slide.Number one, the degree to which the leader has the support, loyalty, and trust of the work group.Number two, the degree to which structure is contained within work tasks. Number three, the degree to which the leader has formal power.Fiedler’s theory then states that situational factors determine the best style of leadership
- Stop and think for a moment about your own experience in responding to the first question. The second and third questions ask you to think about your opinion.If Fiedler were responding to the last question, he would say “yes.” In fact, this premise is one of the criticisms of Fiedler’s theory. All the other contingency theories suggest that leaders should adapt their style based on the situation. Let’s look at the representation of Fiedler’s contingency model on the next slide.
- This model captures eight combinations of situation control, which refers to the amount of control and influence the leader has in his or her immediate work environment. The optimal leadership style is then associated with each of the possible combinations. The premise here is not to change the leader style to match the situation, but rather to match the leader’s style with the given environment in order to achieve success.Even though there has been mixed support for Fiedler’s theory, it did prompt others to examine the contingency nature of leadership.
- Fiedler’s theory has had mixed support because the measures he used were not always reliable and this theory has had mixed support when in research studies.However, Fiedler’s contingency theory does make some contributions to our understanding of leadership.First, it is not enough to consider just traits and behaviors, but situational factors are also important in determining leadership effectiveness.Second, organizations may want to consider the match between the leader’s style and leadership situation they are placed in. But should also realize that poor leadership could be caused by a poor fit between the leader and the situation and means that the person could be successful as a leader under a different set of conditions.In the war for talent, organizations may not want to completely discount a leader who fails in a particular situation because they may be able to contribute to the organization in other ways.Finally, leaders should change their style given the situation – organization’s should provide training/mentoring to increase leaders’ adaptability
- House’s theory, which is based on the expectancy theory of motivation. It suggests that leader behavior is motivational to the extent that it:Reduces road blocks that interfere with goal accomplishment;Provides the guidance and support needed by employees; andTies meaningful rewards to goal accomplishment.The theory focuses on the idea that there are eight leader behaviors and leaders need to foster intrinsic motivation through empowerment. While research is not definitive regarding this theory, it is useful to think about a variety of leader behaviors being applied differentially based on the employee and situational characteristics.
- Idealized Attributes IAIdealized Behaviors IBInspirational Motivation IMIntellectual Stimulation ISIndividualized Consideration
- A more recent approach to leadership describes these two important dimensions of leadership—transactional and transformational leadership, though is the most basic description.Two underlying characteristics of transactional leadership are that leaders use contingent rewards to motivate employees, and leaders exert corrective action only when subordinates fail to attain performance goals.
- The transformation process takes place by changing the goals, values, needs, beliefs, and aspirations of employees. This is done by appealing to followers' values and personal identity. This figure presents a model of the transformation process.Research has shown that this model does have validity in that transformational leadership was positively associated with followers’ job satisfaction, satisfaction with the leader, and motivation, as well as group and organizational performance
- The LMX 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 likingOut-group exchange: a partnership characterized by a lack of mutual trust, respect and likingIn order to improve the quality of your LMX, following these tips can help:New employees should offer their loyalty, support, and cooperation to their manager.If you are an out-group member, either accept the situation, try to become an in- group member by being cooperative and loyal, or quit.Managers should consciously try to expand their in-groups.Managers need to give employees ample opportunity to prove themselves.
- Shared leadership involves a simultaneous, ongoing, mutual influence process in which people share responsibility for leading. This works particularly well for knowledge work where voluntary contributions of intellectual capital are required from professionals. This is a departure from the hierarchical structure of many organizations and, therefore, requires a collaborative culture and a system for rewarding and recognizing contributions of individuals as well as teams.
- Shared leadership involves a simultaneous, ongoing, mutual influence process in which people share responsibility for leading. This works particularly well for knowledge work where voluntary contributions of intellectual capital are required from professionals. This is a departure from the hierarchical structure of many organizations and, therefore, requires a collaborative culture and a system for rewarding and recognizing contributions of individuals as well as teams.
- Answer D