For use with MARTIN, ORGANIZATIONAL BEHAVIOUR AND MANAGEMENT 3e ISBN  Copyright © 2005 Cengage Learning LEADERSHIP IN ORGANIZATIONS Lecture 9

For use with MARTIN, ORGANIZATIONAL BEHAVIOUR AND MANAGEMENT 3e ISBN  Copyright © 2005 Cengage Learning Leaders or managers? The terms leadership and management are frequently used interchangeably Is a manager always a leader and do leaders always manage?

For use with MARTIN, ORGANIZATIONAL BEHAVIOUR AND MANAGEMENT 3e ISBN  Copyright © 2005 Cengage Learning Leaders or managers? The distinction between management and leadership is based on: Role Situation Context Purpose Scope

For use with MARTIN, ORGANIZATIONAL BEHAVIOUR AND MANAGEMENT 3e ISBN  Copyright © 2005 Cengage Learning Leaders, entrepreneurs and vision Ettinger (1983) - two types of entrepreneur - independent and organization makers Drucker (1985) - sources of innovation: The unexpected Incongruous events Improvement and development Changes in industry and market structures Demographic changes Changes in consumer mood and perceptions Creation of new knowledge Inspiration Westley - visionary leadership has two analogies: Hypodermic needle Drama: Repetition Representation Assistance Integrity

For use with MARTIN, ORGANIZATIONAL BEHAVIOUR AND MANAGEMENT 3e ISBN  Copyright © 2005 Cengage Learning Leaders and power There are situations where power is obvious and easily detected French and Raven (1958) model - leaders and managers have many levers available Power in leadership is the achievement of a willing subjugation of subordinates to the will of the leader

For use with MARTIN, ORGANIZATIONAL BEHAVIOUR AND MANAGEMENT 3e ISBN  Copyright © 2005 Cengage Learning Virtual working Virtual working – working remotely primarily through electronic media Leadership requires different approach as little face-to-face contact Some of the implications include: –Democratic approach to shared control and consensual decision making –Leaders role is focused n the process –Should adopt a coaching style –Team building through electronic means –Need to listen more –Should not assume that they have the same authority as when leading a conventional team

For use with MARTIN, ORGANIZATIONAL BEHAVIOUR AND MANAGEMENT 3e ISBN  Copyright © 2005 Cengage Learning Leaders or followers? Leadership is a social process McGregor (1960) - interaction of four main variables: The characteristics of the leader The characteristics of the followers, their attitudes and needs The organizational context The environmental context

For use with MARTIN, ORGANIZATIONAL BEHAVIOUR AND MANAGEMENT 3e ISBN  Copyright © 2005 Cengage Learning Trait theories of leadership Set of qualities that are born with? Traits that have been found to have some association with successful leadership: Intelligence Initiative Self-assurance Overview Health Physique Social background

For use with MARTIN, ORGANIZATIONAL BEHAVIOUR AND MANAGEMENT 3e ISBN  Copyright © 2005 Cengage Learning The University of Iowa studies AuthoritarianDemocratic Laissez faire

For use with MARTIN, ORGANIZATIONAL BEHAVIOUR AND MANAGEMENT 3e ISBN  Copyright © 2005 Cengage Learning Ohio State University studies Consideration Initiating structure

For use with MARTIN, ORGANIZATIONAL BEHAVIOUR AND MANAGEMENT 3e ISBN  Copyright © 2005 Cengage Learning Linkert’s four systems of management System 1 - Exploitative autocraticSystem 2 - Benevolent autocratic System 3 - Participative System 4 - Democratic

For use with MARTIN, ORGANIZATIONAL BEHAVIOUR AND MANAGEMENT 3e ISBN  Copyright © 2005 Cengage Learning Tannenbaum and Schmidt continuum Based on two concepts representing different styles of leadership: - Boss centred leadership - Subordinate centred leadership Within those basic styles, four major variations are identified: Tells Sells Consults Joins

For use with MARTIN, ORGANIZATIONAL BEHAVIOUR AND MANAGEMENT 3e ISBN  Copyright © 2005 Cengage Learning Blake and Mouton’s grid Five basic styles emerge from the matrix: Impoverished management Authority-compliance management Country club management Middle of the road management Team management A matrix based on two scales: Concern for people Concern for production (or output)

For use with MARTIN, ORGANIZATIONAL BEHAVIOUR AND MANAGEMENT 3e ISBN  Copyright © 2005 Cengage Learning Blake and Mouton’s grid

For use with MARTIN, ORGANIZATIONAL BEHAVIOUR AND MANAGEMENT 3e ISBN  Copyright © 2005 Cengage Learning Hersey and Blanchard’s situation approach Task behaviour Relationship behaviour Four styles of leadership Telling Selling Participating Delegating

For use with MARTIN, ORGANIZATIONAL BEHAVIOUR AND MANAGEMENT 3e ISBN  Copyright © 2005 Cengage Learning Pure technocrat Plodding technocrat Flashy technocrat Pure craftsman Regimental craftsman Creative craftsman Pure artist Authoritarian artist Gentle artist

For use with MARTIN, ORGANIZATIONAL BEHAVIOUR AND MANAGEMENT 3e ISBN  Copyright © 2005 Cengage Learning

House’s path-goal leadership theory Four styles of leadership behaviour: Directive leadership Supportive leadership Participative leadership Achievement-oriented leadership The two situational factors: Subordinate characteristics Demands facing subordinates

For use with MARTIN, ORGANIZATIONAL BEHAVIOUR AND MANAGEMENT 3e ISBN  Copyright © 2005 Cengage Learning The Vroom, Yetton and Jago model of leadership It is the degree of subordinate involvement in the decision making process that is the major variable in leader behaviour There are four decision trees offered by the model - two for group problems and two for individual problems

For use with MARTIN, ORGANIZATIONAL BEHAVIOUR AND MANAGEMENT 3e ISBN  Copyright © 2005 Cengage Learning Other approaches to leadership

For use with MARTIN, ORGANIZATIONAL BEHAVIOUR AND MANAGEMENT 3e ISBN  Copyright © 2005 Cengage Learning Other approaches to leadership

For use with MARTIN, ORGANIZATIONAL BEHAVIOUR AND MANAGEMENT 3e ISBN  Copyright © 2005 Cengage Learning Charismatic leadership Attribution theory Action-centred leadership Achieving the task Building and maintaining the team Developing the individual Interactive leadership: Returning authority to others Seeing others as equals The ability to tolerate ambiguity Being prepared to modify plans Having pride in their work Other approaches to leadership

For use with MARTIN, ORGANIZATIONAL BEHAVIOUR AND MANAGEMENT 3e ISBN  Copyright © 2005 Cengage Learning Alternatives to leadership Kerr and Jermier (1978) - three areas where substitution for leadership is possible: Subordinate characteristics Task characteristics Organizational characteristics Leadership as symbolism

For use with MARTIN, ORGANIZATIONAL BEHAVIOUR AND MANAGEMENT 3e ISBN  Copyright © 2005 Cengage Learning Leadership and the organizational lifecycle Clarke and Pratt (1985) - different requirements from a leader during the various stages in the organization’s lifecycle: Champion Tank commander Housekeeper Lemon squeezer

For use with MARTIN, ORGANIZATIONAL BEHAVIOUR AND MANAGEMENT 3e ISBN  Copyright © 2005 Cengage Learning Leadership and success

For use with MARTIN, ORGANIZATIONAL BEHAVIOUR AND MANAGEMENT 3e ISBN  Copyright © 2005 Cengage Learning Leadership and success European Foundation for Quality Management (EFQM) Two areas of impact: Enablers Results

For use with MARTIN, ORGANIZATIONAL BEHAVIOUR AND MANAGEMENT 3e ISBN  Copyright © 2005 Cengage Learning Leadership an applied perspective Managers have an interest in the study of management from many perspectives: Protecting their position Increasing operational effectiveness Dealing with colleagues Increased control