BUAD 304
ORGANIZATIONAL BEHAVIOR
AND LEADERSHIP
Personal Leadership Skills
What we learn in BUAD 304
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Individual Level
Values, attitudes &
emotions
Motivation
Decision making
Communication,
conflict &
negotiation
Power, politics &
influence
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Group Level
Teamwork
Different kinds
of teams
Networks &
Creativity
Diversity &
inclusion
Organization Level
• Culture
• Structure & Design
• Change
Leadership
What we will learn today
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Exercise: Best Leadership Experience
Leadership Overview
4 Approaches to Leadership
Exercise: Leadership Development Plan
What we will learn today
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Exercise: Best Leadership Experience
Leadership Overview
4 Approaches to Leadership
Exercise: Leadership Development Plan
What we will learn today
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Exercise: Best Leadership Experience
Leadership Overview
4 Approaches to Leadership
Exercise: Leadership Development Plan
Leadership: Overview
A process whereby an individual influences a group of
individuals to achieve a common goal
• Leaders vs managers
– Leaders create the vision & strategic plan; inspire & influence
– Managers implement the strategic plan; organize & control
Leadership: Overview (cont.)
• 4 approaches to understanding leadership
1. Trait approach
2. Behavioral approach
3. Contingency approach:
a) Fiedler Model
b) Hersey & Blanchard Model
4. Shaper of meaning approach: transformational
leadership
Trait Approach
What are the personal traits & attributes of successful
leaders?
• Assumption: Leaders are born
• Goal: Select leaders
• Positive traits
– Intelligence, emotional intelligence, global mindset
– The Big 5: conscientiousness; open to experience; emotional
stability; extroversion; agreeableness
• Negative traits (“the dark triad”)
– Narcissism: Self-centered; feel superior; personal power
– Machiavellianism: Manipulation; ends justify means
– Psychopathy: Impulsive; lack of remorse & concern for others
Trait Approach (cont.)
• Problems with trait approach
– Mixed & modest results
– Fails to clarify importance of different traits
– Traits do not generalize across situations
Behavioral Approach
How do successful leaders behave?
• Assumption: Leaders can be trained
• Goal: Develop leaders (Forbes: $366B global industry)
• 2 fundamental kinds of leader behaviors:
– Task-oriented behaviors (Connect: 13.2 (moderate))
• “Initiating Structure”: organize team to maximize performance
• “Transactional”: clarify task requirements; use contingent rewards
– Relationship-oriented behaviors (Connect: 13.2 (high)
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“Consideration”: concern for members’ needs
“Empowerment”: provide members control & decision making
“Servant”: provide service to members; listening & development
“Ethical”: be moral role model
• Problem: Effective behaviors don’t generalize across situations
The Contingency Approach
In what situations are leader behaviors more/less
successful?
• Assumption: Effectiveness of leader behavior
depends on the situation
• Goal: Fit the leader behavior to the situation or
change the situation to fit the leader behavior
Contingency Approach: Fiedler Model
• Leader Preferred Style: Fixed & hard to change
under stress of leading
– Task oriented (or)
– Relationship oriented
• Which style is most effective depends on the
degree of control & influence the situation
gives leader (“situational favorableness”)
1. Leader-member relations (poor vs good)
2. Task structure (low vs high)
3. Position power (weak vs strong)
Fiedler Model (cont.)
Leader/member
relations
Task structure
Position power
Effective leader
behavior
Situational Favorableness
Low
Medium
High
poor
all other
good
combintions
of situational
low
high
factors
weak
strong
task
relationship
task
oriented
oriented
oriented
1. Fit the leader to the situation (selection)
2. Change the situation to fit the leader (modification)
Contingency Approach:
Hersey & Blanchard Model
• Leader Behaviors: Changeable & Learnable
– Task behavior
– Relationship behavior
• Which combination of these behaviors is most
effective depends on the maturity of followers
– Task maturity (ability & experience)
– Psychological maturity (willingness to take
responsibility)
Hersey & Blanchard (cont.)
High
Participating
Selling
Relationship
Behavior
Low
Telling
Delegating
Low
High
Task Behavior
Maturity
High
Low
Shaper of Meaning Approach: Transformational
Leadership (create & lead change)
• Assumptions
– Leaders shape meaning for followers, especially in complex,
uncertain & changing situations
– Leaders appeal to followers’ self-concepts (values, motives,
identity)
– Followers attribute transformational leadership to certain traits
& behaviors (prototypes)
– When someone exhibits those traits/behaviors, followers
attribute transformational leadership to them
• Goal
– Select transformational leaders for right situations (situations
needing transformational/radical change)
– Train leaders to be transformational
Transformational Leadership (cont.)
• Leader characteristics
– High confidence & assertiveness
– Strong commitment to compelling vision & ability to
communicate it
– Agent of radical change
• Key behaviors
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Inspirational motivation: Provide a challenging vision
Idealized influence: Serve as role model & provide shared vision
Individual consideration: respect employees & their needs
Intellectual stimulation: tackle old problems in novel ways
Transformational Leadership (cont.)
• Problems with transformational approach
– Transformational leaders can be unethical
– Transformational leaders can create too much
change & turmoil
– Transformational leaders may not change their
behavior when the situation no longer requires
radical change
Issues in Leadership
• Gender Differences (not much)
– Women
• Tend to be more relationship-oriented; democratic
• Tend to be less self-promoting than men (undervalue themselves)
• Viewed as more effective leaders than men by peers, managers & direct
reports
– Men
• Tend to be more task oriented; autocratic
• Rate themselves as more effective leaders than women rate themselves
(overvalue themselves)
• Cultural Differences
– High power-distance cultures (Latin America & Asia): More autocratic
leadership
– Low power-distance cultures (U.S. & Scandinavia): More democratic
leadership
What we will learn today
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Exercise: Best Leadership Experience
Leadership Overview
4 Approaches to Leadership
Exercise: Leadership Development Plan
What did we learn today?
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Exercise: Best Leadership Experience
Leadership Overview
4 Approaches to Leadership
Exercise: Leadership Development Plan