Copyright © 2012 by The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin Leadership in Organizational Settings

11-2 Leadership Defined Leadership is the ability to influence, motivate, and enable others to contribute toward the effectiveness of the organizations of which they are members

11-3 Shared Leadership The view that leadership is broadly distributed rather than assigned to one person Employees are leaders when they champion change in the company or team Shared leadership calls for:  Formal leaders willing to delegate power  Collaborative culture – employees support each other  Employee ability to influence through persuasion

11-4 LeadershipPerspectives Competency Perspective Contingency Perspective Implicit Leadership Perspective Transformational Perspective Perspectives of Leadership Behavioral Perspective

11-5 Self-concept Drive Positive self-evaluation High self-esteem and self-efficacy Internal locus of control Inner motivation to pursue goals Inquisitiveness, action-oriented Integrity Truthfulness Consistency in words and actions Personality Extroversion, conscientiousness (and other traits) Eight Leadership Competencies more

11-6 Cognitive/practica l Intelligence Above average cognitive ability Able to solve real-world problems Knowledge of the Business Understands external environment Aids intuitive decision making Eight Leadership Competencies (con’t) Leadership Motivation High need for socialized power to achieve organizational goals Emotional Intelligence Perceiving, assimilating, understanding, and regulating emotions

11-7 Authentic Leadership Know Yourself Engage in self- reflection Feedback from trusted sources Know your life story Engage in self- reflection Feedback from trusted sources Know your life story Be Yourself Develop your own style Apply your values Maintain a positive core self-evaluation Develop your own style Apply your values Maintain a positive core self-evaluation

11-8 Leader Behavior Perspective  People-oriented behaviors Showing mutual trust and respect Concern for employee needs Looks out for employee well-being  Task-oriented behaviors Assign specific tasks Ensure employees follow rules Set “stretch goals” to achieve performance capacity

11-9 Path-Goal Leadership Model EmployeeContingenciesEmployeeContingencies EnvironmentalContingenciesEnvironmentalContingencies Leader Behaviors Directive Supportive Participative Achievement- oriented Directive Supportive Participative Achievement- oriented Leader Effectiveness Employee motivation Employee satisfaction Acceptance of leader Employee motivation Employee satisfaction Acceptance of leader

11-10 Other Contingency Leader Theories  Situational Leadership Model Effective leaders vary style with follower’s combined motivation and ability Leader styles – telling, selling, participating, and delegating Popular model, but lacks research support  Fiedler’s Contingency Model Leadership style is stable -- based on personality Best style depends on situational control Theory has problems, but uniquely points out inflexibility of leadership style

11-11 Transformational Leadership Elements 1. Create a strategic vision Depicts an attractive future - motivates and bonds employees Leader champions the vision 2. Communicate the vision Frame message around a grand purpose Create a shared mental model of the future Use symbols, metaphors

11-12 Transformational Leadership Elements (con’t) 3. Model the vision Walk the talk Symbolize/demonstrate the vision through behavior Builds employee trust in the leader 4. Build commitment to the vision Increased through communicating and modeling the vision Increased through employee involvement in shaping the shared vision

11-13 Implicit Leadership Perspective Follower perceptions of characteristics of effective leaders 1. Leadership prototypes Preconceived image of an effective leader Template to evaluate leader effectiveness 2. Romance of leadership effect Amplify effect of leaders on organizational results Fundamental attribution error Need for situational control

11-14 Cultural Issues in Leadership  Societal cultural values and practices affect leaders: Shape leader’s values/norms Influence 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 than others

11-15 Gender Issues in Leadership  Male and female leaders have similar task- and people-oriented leadership.  Participative leadership style is used more often by female leaders.  Evaluating female leaders Still receive negative evaluations as leader due to prototypes and gender stereotypes But evidence that they are good at emerging leadership styles (coaching, teamwork)