Chapter Twelve: Leading People in Organizations Leadership Defined The ability to influence, motivate, and enable others to contribute toward the effectiveness of the organizations of which they are members. One of the four functions of management Tell us about some great leaders Shared Leadership The view that leadership is a role, not a position assigned to one person • Employees lead each other Shared leadership flourishes where: • Formal leaders are willing to delegate power • Collaborative (not competitive) culture • Employees develop effective influence skills Transformational Leadership Model Build commitment to the vision Develop/commu nicate a strategic vision Elements of Transformational Leadership Encourage experimentation Model the vision Features of a Shared Vision Vision is an idealized future state with a higher purpose Features • Linked to personal values • Challenging objective • Abstract future state • A unifying ideal Transformational Leadership Elements 1. Develop/Communicate the vision • Use symbols, metaphors • Leaders communicate with humility, sincerity, passion 2. Model the vision Build commitment to the vision Develop/ Develop/ communicate aa communicate strategic vision strategic vision Elements of Transformational Leadership Encourage experimentation Model the vision • Enacting the vision (“walking the talk”) • Leader’s own behaviour symbolizes, demonstrates the vision • Two functions: - Legitimizes and demonstrates the vision - Builds employee trust in the leader Transformational Leadership Elements 3. Encourage experimentation Build commitment to the vision • Encourage employees to question current practices • Support a learning orientation Develop/ communicate a strategic vision Elements of Transformational Leadership Encourage experimentation Model the vision 4. Build commitment to the vision • Stronger commitment from earlier elements - communicating, modelling, encouraging experimentation • Also through rewards, recognition, celebrations Transformational vs Charismatic Leadership Charisma is distinct from transformational leadership • A personal trait, creates referent power over followers • Transformational leadership is a set of behaviours to engage followers Potential problems with charismatic leadership • May produce dependent followers (vs empower them) • May focus leaders on self-interest (vs common good) Evaluating Transformational Leadership Transformational leadership is important • Higher satisfaction, commitment, performance, OCBs, decisions, creativity Transformational leadership limitations • Often described as a universal theory Managerial Leadership Definition: Daily activities that support/guide the performance/wellbeing of employees and work unit to support current objectives and practices Managerial leadership vs transformational leadership • Assumes environment is stable (vs dynamic) • Micro-focused (vs macro-focused) Transformational and managerial leadership depend on each other Task vs People Styles of Leadership Task-oriented behaviours • Assign work, clarify responsibilities • Set goals and deadlines, provide feedback • Establish work procedures, plan future work People-oriented behaviours • Concern for employee needs • Make workplace pleasant • Recognize employee contributions • Listen to employees Both styles necessary, but different effects Servant Leadership Serving followers toward their need fulfillment, personal development, and growth Servant leader characteristics: 1.Natural calling to serve others 2.Humble, egalitarian, accepting relationship 3.Ethical decisions and actions Path-Goal Leadership Leaders motivate through expectancies and perceived satisfaction with results • Expectancy theory and rational decision model Contingency theory of managerial leadership • Best leadership style depends on employee/situation Four main path goal leadership styles • Directive • Supportive • Participative • Achievement-oriented Path-Goal Leadership Model Employee Contingencies Leader Behaviours • • • • Leader Effectiveness • Employee motivation Directive Supportive Participative Achievementoriented • Employee satisfaction • Acceptance of leader Environmental Contingencies Path-Goal Contingencies Skill and experience • Low: directive and supportive leadership Locus of control • Internal: participative and achievement leadership • External: directive and supportive leadership Task structure • Nonroutine: directive and/or participative leadership Team dynamics • Low cohesion: supportive leadership • Dysfunctional norms: directive leadership Leadership Substitutes Contingencies that limit a leader’s influence or make a particular leadership style unnecessary • Example: Training/experience replace task-oriented leadership • Example: Cohesive team replaces supportive leadership Research evidence • Substitutes help, but don’t completely substitute for real leadership Attributes of Effective Leaders Personality • Most Big Five dimensions predict effective leadership • Strongest are high extroversion and conscientiousness Self-concept • Complex, internally consistent, clear self-view as a leader • Positive self-evaluation • Transformational and managerial leader self-view Attributes of Effective Leaders Leadership motivation • Motivated to lead others • Strong need for socialized power Drive • High need for achievement • Related to high conscientious-ness and positive self-concept • Inquisitiveness, action-oriented, boldness © dpa picture alliance archive/Alamy Stock Photo Attributes of Effective Leaders Integrity • Truthfulness and consistency of words and actions • Judge dilemmas using sound values • Related to honesty and ethical conduct Knowledge of the business • Tacit and explicit knowledge of the organization’s environment © dpa picture alliance archive/Alamy Stock Photo Attributes of Effective Leaders Cognitive/Practical Intelligence • Above average cognitive ability • Superior ability to analyze complex alternatives and opportunities • Able to use business knowledge to solve real-world problems Emotional Intelligence • Recognize/regulate emotions in themselves and others © dpa picture alliance archive/Alamy Stock Photo Leader Attributes Perspective Limitations 1. Universal approach 2. Different combinations of attributes may be equally good 3. Views leadership within person – should be relational 4. Link between attributes and effective leadership is biased by implicit leadership 5. Competencies refer to leadership potential, not performance Implicit Leadership Perspective Follower perceptions of effective leaders 1. Leadership prototypes • Preconceived beliefs about the features and behaviours of effective leaders • Favourable evaluation to leaders who fit the prototype 2. Romance of leadership effect • Amplifies leader’s perceived effect on firm’s success • Due to need to simplify explanations • Due to need for situational control Cultural Issues in Leadership Societal cultural values and practices: • Shape leader’s values/norms • Influence leader’s decisions and actions • Shape follower prototype of effective leaders Some leadership styles are universal, others differ across cultures • “Charismatic visionary” seems to be universal • Participative leadership works better in some cultures Gender Issues in Leadership Male/female leaders have similar task- and people-oriented leadership Female leaders use more participative leadership Gender stereotypes and leader prototypes affect followers evaluation of female leaders Women rated higher on emerging leadership styles
