Organizational Behavior: An Experiential Approach 7/E Joyce S. Osland, David A. Kolb, and Irwin M. Rubin 1 ©20 01 by Prentice Hall, Inc. Chapter 13

Organizational Behavior: An Experiential Approach 7/E Joyce S. Osland, David A. Kolb, and Irwin M. Rubin 2 ©20 01 by Prentice Hall, Inc. Objectives Define leadership Identify various theories of leadership: –Traits –Initiating structure and consideration –Contingency theories –Transformational vs transactional leaders –Servant leadership

Organizational Behavior: An Experiential Approach 7/E Joyce S. Osland, David A. Kolb, and Irwin M. Rubin 3 ©20 01 by Prentice Hall, Inc. Leaders Individuals who… establish direction for a group gain the group members’ commitment motivate them to achieve goals to move in that direction

Organizational Behavior: An Experiential Approach 7/E Joyce S. Osland, David A. Kolb, and Irwin M. Rubin 4 ©20 01 by Prentice Hall, Inc. What Followers Expect of Leaders Honesty Forward looking Inspiring Competence

Organizational Behavior: An Experiential Approach 7/E Joyce S. Osland, David A. Kolb, and Irwin M. Rubin 5 ©20 01 by Prentice Hall, Inc. Leader Behaviors Initiating structure)—organizing and defining what group members should be doing to maximize output Consideration—creating mutual respect or trust; concerned with group members’ needs and desires Task People

Organizational Behavior: An Experiential Approach 7/E Joyce S. Osland, David A. Kolb, and Irwin M. Rubin 6 ©20 01 by Prentice Hall, Inc. The Path Goal Theory Environmental contingency factors Task structure Formal authority system Work group Outcomes Performance Satisfaction Leader Behavior Directive Supportive Participative Achievement oriented Subordinate contingency factors Locus of control Experience Perceived ability

Organizational Behavior: An Experiential Approach 7/E Joyce S. Osland, David A. Kolb, and Irwin M. Rubin 7 ©20 01 by Prentice Hall, Inc. Transactional vs. Transformational Leadership Transactional “Tit for tat” leaders who motivate employees with promises, rewards, and threats Transformational Value-driven change agents who emphasize the importance of tasks and motivate employees with a vision to go beyond self-interest for the good of the organization.

Organizational Behavior: An Experiential Approach 7/E Joyce S. Osland, David A. Kolb, and Irwin M. Rubin 8 ©20 01 by Prentice Hall, Inc. Leader-Member Exchange LMX Examines the dyadic relationship between leaders and followers. In-group members versus out-group members based upon compatibility In-group members do extra things for the leader, perform beyond the requirements of the job and the leader in turn gives rewards beyond those allotted to out-group members

Organizational Behavior: An Experiential Approach 7/E Joyce S. Osland, David A. Kolb, and Irwin M. Rubin 9 ©20 01 by Prentice Hall, Inc. Servant Leadership Ethical Leadership Leaders are responsible to a wide range of stakeholders (organization, followers, society) Leaders should be attentive to the needs of followers, empathize with them, take care of them Unit level leadership

Organizational Behavior: An Experiential Approach 7/E Joyce S. Osland, David A. Kolb, and Irwin M. Rubin 10 ©20 01 by Prentice Hall, Inc. Emotional Intelligence Self-awareness Self-regulation Motivation Empathy Social skill

Organizational Behavior: An Experiential Approach 7/E Joyce S. Osland, David A. Kolb, and Irwin M. Rubin 11 ©20 01 by Prentice Hall, Inc. Historical View of Leadership Strong Man long agopresent Transactor Visionary HeroSuperLeader