2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione C H A P T E R 14 Leadership

2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 2 Chapter learning objectives 1.List seven competencies of effective leaders. 2.Describe the people-oriented and task-oriented leadership styles. 3.Outline the path-goal theory of leadership. 4.Discuss the importance of Fiedlers contingency model of leadership. 5.Contrast transactional and transformational leadership. 6.Describe the four elements of transformational leadership. 7.Identify three reasons why people inflate the importance of leadership. 8.Discuss similarities and differences in the leadership styles of women and men.

2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 3 The changing concept of leadership Our concept of leadership is changing, according to recent studies. Leadership style has gone from an autocratic style to encouraging participation to achieve a common outcome, explains Wal King, chief executive of Leighton Holdings. Courtesy of Leighton Holdings

2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 4 Courtesy of Leighton Holdings What is leadership? Leadership is the process of influencing people and providing an environment for them to achieve team or organisational objectives.

2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 5 Leadershipperspectives Competencyperspective Behaviourperspective Contingencyperspective Romanceperspective Transformationalperspective Perspectives of leadership

2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 6 Seven leadership competencies Drive Leadership motivation Integrity Self-confidence Intelligence Knowledge of the business Emotional intelligence

2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 7 Leader behaviour perspective People-oriented behaviours showing mutual trust and respect concern for employee needs desire to look out for employee welfare Task-oriented behaviours assign specific tasks ensure employees follow rules push employees to reach peak performance

2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 8 Path-goal leadership styles Directive task-oriented behaviours Supportive people-oriented behaviours Participative encouraging employee involvement Achievement-oriented using goal setting and positive self-fulfilling prophecy

2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 9 Path-goal leadership model Employeecontingencies Environmentalcontingencies Leaderbehaviours DirectiveDirective SupportiveSupportive ParticipativeParticipative Achievement- orientedAchievement- oriented Leadereffectiveness Motivated employeesMotivated employees Satisfied employeesSatisfied employees Leader acceptanceLeader acceptance

2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 10 DirectiveSupportiveParticipativeAchievementEmployeecontingencies Path-goal contingencies Skill/experience LowLowHighHigh Locus of control ExternalExternalInternalInternal Task structure Non-routineRoutineNon-routine? Team dynamics –ve norms Low cohesion+ve norms?Environmentalcontingencies DirectiveSupportiveParticipativeAchievement

2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 11 Other contingency leadership theories Situational leadership model (Hersey/Blanchard) effective leaders vary style with follower readiness leader styles – telling, selling, participating and delegating Fiedlers contingency model leadership style is stable – based on personality best style depends on situational control – leader- member relations, task structure, position power

2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 12 Leadership substitutes Conditions that limit a leaders influence or make a particular leadership style unnecessary. Examples: training and experience replace directive leadership cohesive team replaces supportive leadership self-leadership replaces achievement-oriented leadership

2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 13 Transformational leadership at AES AES looks for people who are both transactional and transformational leaders. We need people who can both lead and manage, says Dennis W. Bakke, CEO and co-founder of the global power company. Courtesy of AES Corp

2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 14 Courtesy of AES Corp. Transformational and transactional leaders Transformational leaders leading – changing the organisation to fit the environment develop, communicate, enact a vision Transactional leaders managing – linking job performance to rewards ensure employees have necessary resources apply contingency leadership theories

2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 15 Transformationalleadership Creating a vision Communicating the vision Buildingcommitment Modelling Transformational leadership elements

2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 16 Romance perspective of leadership Attributing leadership Stereotypingleadership Need for situationalcontrol Romance perspective of leadership

2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 17 Gender issues in leadership Lieutenant-Commander Michelle Miller (right), Australias first commanding officer of a Fremantle Class patrol boat, doesnt think she leads any differently than her male counterparts. I dont notice any difference but I guess the guys may notice a difference having a female commanding officer, she says. © L. Williams/Launceston Examiner

2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 18 Gender issues in leadership Male and female leaders have similar task- and people-oriented leadership Participative leadership is used more often by female leaders Evaluating female leaders past evidence: women rated less favourably than men recent evidence: women rated more favourably than men © L. Williams/Launceston Examiner

2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 19 Overview of the next chapter Two fundamental requirements of organisational structures Four elements of organisational structure Types of departmentalisation Team-based and network organisational structures Contingencies of organisational design

2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione C H A P T E R 14 Leadership