1. Chapter 15 Leadership

2. Objectives  Describe what followers expect of leaders  Differentiate between leadership and management.  Identify the traits that distinguish leaders from non-leaders.  Summarize the conclusions of behavioral theories of leadership  Explain why path-goal theory and the leader-member exchange model are contingency theories Organizational Behavior: An Experiential Approach 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner 15 -1

3. …Objectives  Compare and contrast transformational, transactional, laissez-faire, and charismatic leadership  Describe emotional intelligence  Explain the role of trust in leadership  Summarize the relationships between leadership and both culture and gender Organizational Behavior: An Experiential Approach 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner 15 -2

4. Level 5 Leaders  Modest  Quietly determined based on inspired standards rather than charisma  Ambitious for the firm rather than for themselves  Driven to achieve sustained results and success  Give credit to others for success and take blame for failure Organizational Behavior: An Experiential Approach 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner 15 -3

5. Leaders - Defined 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 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner 15 -4

6. Leadership Point-of-View Have courage to initiate action and improve things See what needs to be done Understand all underlying forces in a situation Organizational Behavior: An Experiential Approach 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner 15 -5

7. Shared/Distributed Leadership - Defined At different points in time, leadership is rotated. The person with the most relevant skill takes the initiative to influence the group Organizational Behavior: An Experiential Approach 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner 15 -6

8. Lateral Leadership - Defined Colleagues at same hierarchical level collaborate and facilitate joint problem solving Organizational Behavior: An Experiential Approach 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner 15 -7

9. Follower Expectations of Leaders Honesty Competence Forward-looking Inspiring = CREDIBILITY Organizational Behavior: An Experiential Approach 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner 15 -8

10. ManagersLeaders Do things rightDo the right thing Planning and budgetingVision Processes and systemsImaginative ideas Organizing and staffingAligning people with vision Control and problem solvingMotivate and inspire Produce order, predictability, results expected by stakeholders Produce change Are All Managers Leaders? Organizational Behavior: An Experiential Approach 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner 15 -9

11. Traits of Successful Business Leaders  Drive  Honesty and integrity  Leadership motivation  Self-confidence  Cognitive ability  Business knowledge  Creativity  Flexibility Organizational Behavior: An Experiential Approach 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner 15 -10

12. Behavior Styles in Leadership Task (initiating structure) Low People Low Task Low People High Task High People High Task High People Low Task lo hi People (consideration behavior) Organizational Behavior: An Experiential Approach 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner 15 -11

13. Continuum of Leadership Behavior Leader decides, announces decision “Sells” decision to group Area of freedom of the group Use of authority by leader Gives group as much freedom as possible to define problem and decide Presents problem and boundaries, group decides Presents problem, asks for ideas, decides Presents tentative decision, consults group, and decides Announces decision, permits questions Group CenteredLeader Centered Organizational Behavior: An Experiential Approach 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner 15 -12

14. Path-Goal Theory Leader Behaviors  Path-goal clarifying  Achievement- oriented  Work-facilitation  Supportive  Interaction- facilitation  Group-oriented decision making  Representation and networking  Value-based Employee Characteristics  Locus of Control  Self-perceived task ability  Need for achievement  Need for clarity  Need for independence  Experience Leadership Effectiveness  Employee motivation  Employee satisfaction  Employee performance  Leader acceptance  Work-unit performance Environmental Characteristics  Task structure  Stressful work  Work group dynamics Organizational Behavior: An Experiential Approach 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner 15 -13

15. Leader-Member Exchange Model (LMX) In-Group  Receives preferential treatment Therefore  More successful  More satisfied Out-Group  No preferential treatment Therefore  Less successful  Less satisfied Result of leader’s favoritism = Less communication and cooperation between these groups Organizational Behavior: An Experiential Approach 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner 15 -14

16. Transformational Leadership  Are value-driven change agents  Make followers more conscious of the importance and value of task outcomes.  Provide followers with a vision  Motivate followers to go beyond self- interest for the good of the organization Organizational Behavior: An Experiential Approach 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner 15 -15

17. Effective Leadership Practices  Challenge the process  Inspire a shared vision  Enable others to act  Encourage the heart Organizational Behavior: An Experiential Approach 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner 15 -16

18. Full Range of Leadership Styles Laissez faire TransactionalTransformational (noninterference) Least effectiveMost effective Follower motivation Job satisfaction Satisfaction w/leader Organizational Behavior: An Experiential Approach 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner 15 -17

19. Transactional Leadership - Defined Transactional leadership is an exchange process in which leaders clarify employee roles and task requirements and then reward or punish followers based on their performance Organizational Behavior: An Experiential Approach 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner 15 -18

20. Charismatic Leadership - Defined Charismatic leaders develop a special relationship with followers who attribute extraordinary or heroic leadership abilities to them Organizational Behavior: An Experiential Approach 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner 15 -19

21. Charismatic Leaders  Are adept at communicating an inspiring vision  Elicit:  High levels of performance  Loyalty  Sacrifice  Enthusiasm Organizational Behavior: An Experiential Approach 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner 15 -20

22. Unethical Charismatic Leaders  Motivated by personalized power  Pursue their own vision and goals  Censure critical or opposing views  Encourage blind obedience, dependency, submission  Lack internal moral compass Organizational Behavior: An Experiential Approach 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner 15 -21

23. Servant Leaders - Defined Servant leaders are stewards who are responsible for serving, developing, and transforming the organization and its people Organizational Behavior: An Experiential Approach 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner 15 -22

24. Servant Leaders At  Recognize they don’t have all the answers  Demonstrate sense of humility and vulnerability  Build capability of company and people  Advance transformation of self, others, and company Organizational Behavior: An Experiential Approach 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner 15 -23

25. Emotional Intelligence (EI) - Defined Emotional intelligence refers to an ability to recognize the meanings of emotions and their relationships and to reason and problem-solve on the basis of them  Self awareness  Self-management  Social awareness  Relationship management Organizational Behavior: An Experiential Approach 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner 15 -24

26. Dimensions of Emotional Intelligence (EI)  Self-awareness  Reading one’s own emotions  Realistic self-assessment  Self-confidence Organizational Behavior: An Experiential Approach 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner 15 -25

27. …Dimensions of Emotional Intelligence (EI)  Self-management  Emotional self-control  Transparency – integrity and trustworthiness  Adaptability  Achievement  Initiative  Optimism Organizational Behavior: An Experiential Approach 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner 15 -26

28. …Dimensions of Emotional Intelligence (EI)  Social awareness  Empathy  Organizational awareness  Service to clients Organizational Behavior: An Experiential Approach 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner 15 -27

29. …Dimensions of Emotional Intelligence (EI)  Relationship management  Inspirational leadership  Influence  Developing others  Change catalyst  Conflict management  Building bonds  Teamwork and collaboration Organizational Behavior: An Experiential Approach 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner 15 -28

30. Emotional Hijack - Defined Emotional hijacks occur when the fight-or- flight reaction is triggered in the amygdala of the brain and an emotional reaction overcomes reason Organizational Behavior: An Experiential Approach 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner 15 -29

31. Trust and Leadership “Confident expectations of followers about the leader’s behavior and intentions” Leader trust relates to increased:  job performance  organizational citizenship behavior (OCB)  intention to stay with the organization (≠turnover)  job satisfaction  organizational commitment  commitment to leader’s decisions Organizational Behavior: An Experiential Approach 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner 15 -30

32. Theoretical Approaches to Trust  Relationship-based – social exchange process Basis of trust: goodwill and perceived mutual obligations  Character-based – leader’s personal integrity Basis of trust: leader’s integrity, sense of fairness, dependability, competence Organizational Behavior: An Experiential Approach 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner 15 -31

33. Gender and Leadership  Men and women are equally effective as leaders BUT  Gender stereotypes sometimes lead women to be perceived as less effective Organizational Behavior: An Experiential Approach 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner 15 -32

34. …Gender and Leadership There are few differences in the way women and men lead BUT Women are more likely to:  be participative  use transformational style rather than laissez faire or transactional  offer contingent rewards Organizational Behavior: An Experiential Approach 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner 15 -33

35. Culture and Leadership  Leadership schemas and behaviors often vary among cultures  Transformational leadership style viewed as universally effective Organizational Behavior: An Experiential Approach 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner 15 -34

36. Organizational Behavior: An Experiential Approach 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner 15 -35 The Globe Project DATA COLLECTION 170 Country Co-Investigators (CCIs) SAMPLES 62 Countries At least three from each major region of the world QUESTIONNAIRE Middle managers in financial RESPONDENTS services, food processing, telecommunications services 150 country specific industries > 1,000 organizations SURVEYS &Executives of the middle managers UNOBTRUSIVE MEASURES

37. Universal Positive Leader Attributes  DecisiveHonest  InformedDynamic  Administratively skilled Coordinator  JustTeam builder  Effective BargainerDependable  Win-win problem solverExcellence oriented  Plans aheadIntelligent Organizational Behavior: An Experiential Approach 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner 15 -36

38. Universal Negative Leader Attributes RuthlessEgocentric AsocialNon-explicit IrritableNon-cooperative LonerDictatorial Organizational Behavior: An Experiential Approach 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner 15 -37

39. Culturally Contingent Leader Attributes EnthusiasticSelf-sacrificial Risk takingSincere AmbitiousSensitive Self-effacingCompassionate UniqueWillful Organizational Behavior: An Experiential Approach 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner 15 -38

40. Global Leadership - Defined Global leadership is a process of influencing the thinking, attitudes, and behaviors of a global community to work together synergistically toward a common vision and common goals Organizational Behavior: An Experiential Approach 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner 15 -39