1. Organization & Management
Course Title:
Organization & Management
Eliane BACHA

2. Reminder
Evaluation criteria and grading
Attendance and participation: 10%
Comprehensive final exams: 60% (three open questions related to the concepts seen in the course. It will take place at the end of the semester).
Assignments: Articles analysis and presentation 30%

3. Assignments: Article analysis and presentation (30% of the overall grade)
For each class session, all students must read the two articles related to the topic and submit a one page summary of the main ideas of the article. This will account in the 10% attendance and participation.
Also, in every class session, two groups appointed by the professor will present two articles related to the topic. The articles for each class session are mentioned in the syllabus.

4. Each group (4-5 persons) does one presentation utilizing one article related to one of the topics presented in the course.
A minute presentation is made to the class.

5. This presentation includes:
1) Presentation of the author.
2) One page summary of the main ideas of the article.
3) Presenting and explaining the theory described in the article.
4) Presenting your point of view regarding the theory exposed and telling how it can be applied in practice.
5) Formulating two questions related to the topic in order to generate relevant, in-depth discussion among students in the class.

6. Blog to have access to non-academic articles:

7. Class Session 1:
Chapter 2:Leadership

8. Outline
I-Who are Leaders and what is Leadership?
II-Leadership theories:
Leadership trait theories
Behavioral theories
Hersey and Blanchard’s situational leadership theory
III-Contemporary theories of Leadership:
Transformational leadership
Transactional leadership
Charismatic leader
IV-Contemporary Issues.

9. Learning outcomes At the end if the session, you must be able to:
Define leader and leadership
Compare and contrast the theories of leadership
Describe contemporary issues of leadership

10. Who are Leaders
and what is Leadership?

11. I-Who are Leaders and what is Leadership?
A Leader is someone who can influence others and who has managerial authority.
Leadership is a process of influencing a group to achieve goals.
Are all managers leaders? Because leading is one of the four management functions, yes, ideally, all managers should be leaders. Thus, we are going to study leaders and leadership from a managerial perspective. However, we are aware that groups often have informal leaders who emerge.
Because leading is one of the four management functions, ideally all managers should be leaders. Let’s study leaders and leadership from a managerial perspective, with research aimed at answering the question: “What is an effective leader?”

12. Leadership Theories

13. II-Leadership Theories
1-Leadership Trait theories: focus on the traits or the characteristics that differentiate leaders from non-leaders.
Researchers began studying leadership in the early part of the twentieth century and focused on the:
The person (leader trait theories); and
The behaviors–how the leader interacted with his or her group members (behavior theories).
When asked the question, “What do you know about leadership?” most people cite a list of qualities they admire in leaders—intelligence, charisma, decisiveness, enthusiasm, strength, bravery, integrity, and self-confidence, and so forth.
That’s the trait theories of leadership in a nutshell—the search for traits or characteristics that differentiate leaders from non-leaders. If this concept was valid all leaders would have to possess those unique and consistent characteristics, making it easy to find leaders in organizations.
But despite the best efforts of researchers, finding a set of traits that would always differentiate a leader (the person) from a non-leader hasn’t happened.

14. II-Leadership Theories
What Traits Do Leaders Have?
Eight traits associated to Leadership:
1-Drive: Leaders exhibit a high effort level. They have a relatively high desire for achievement, they are ambitious, they have a lot of energy, they are tirelessly persistent in their activities and they show initiative.
2-Desire to lead: Leaders have a strong desire to influence and lead others. They demonstrate the willingness to take responsibility.
3-Honesty and integrity: Leaders build trusting relationships with followers by being truthful and by showing high consistency between word and deed.

15. II-Leadership Theories
4-Self-confidence: Followers look to leaders for an absence of self-doubt. Leaders need to show self-confidence in order to convince followers of the rightness of their goals and decisions.
5-Intelligence: Leaders need to be intelligent enough to gather, synthesize and interpret large amounts of information and they need to be able to create visions, solve problems and make correct decisions.

16. II-Leadership Theories
6-Job-relevant knowledge: Effective leaders have a high degree of knowledge about the company, industry and technical matters. In-depth knowledge allows leaders to make well-informed decisions and to understand the implications of those decisions.
7-Extraversion: Leaders are energetic, sociable, assertive and rarely silent.
8-Proneness to guilt: Guilt proneness is positively related to leadership effectiveness because it produces a strong sense of responsibility to others.

17. II-Leadership Theories
2-Behavioral theories: are leadership theories that identify behaviors that differentiated effective leaders from ineffective leaders.

18. II-Leadership Theories
The Ohio State study identified two factors:
Consideration, which involves being considerate of followers’ ideas and feelings.
Initiating structure, which involves structuring work and work relationships to meet job goals. The study concluded that a high–high leader (high in consideration and high in initiating structure) achieved high subordinate performance and satisfaction, but not in all situations.

19. II-Leadership Theories
The University of Michigan study identified two styles:
Employee oriented which emphasizes interpersonal relationships and taking care of employees’ needs.
Production oriented which emphasizes technical or task aspects of a job. The study concluded that employee-oriented leaders were associated with high group productivity and higher job satisfaction.

20. II-Leadership Theories
3-Hersey and Blanchard’s situational leadership theory. The situational leadership theory is a contingency theory that focuses on followers’ readiness.
In this theory, we focus on the followers which means followers accept or reject the leader.
Readiness is the extent to which people have the ability and willingness to accomplish a specific task.

21. II-Leadership Theories
Four leadership styles are considered:
Telling: the leader defines roles and tells people what, how, when and where to do various tasks. The follower is unable and unwilling to do a task.
Selling: the leader provides both directive and supportive behavior. The follower is unable and willing to do a task.

22. II-Leadership Theories
Four leadership styles are considered:
Participating: the leader and followers share in decision-making. The main role of the leader is facilitating and communicating. The follower is able and unwilling to do a task.
Delegating: the leader provides little direction or support. The follower is able and willing to do a task.

23. II-Leadership Theories
Hence, depending on the followers:
If followers are unable and unwilling to do a task, the leader needs to use the telling style and give clear and specific directions.
If followers are unable and willing, the leader needs to use the selling style and display high task orientation to compensate for the followers’ lack of ability and high relationship orientation to get followers to “buy into” the leader’s desires.

24. II-Leadership Theories
If followers are able and unwilling, the leader needs to use the participating style to gain their support.
If followers are both able and willing, the leader doesn’t need to do much and should use the delegating style.

25. II-Leadership Theories

26. Team Exercise (10-15mn)
Three months ago, Mitch was assigned to lead a team of phone app designers and although no one has come out and said anything directly, he feels like his team doesn’t trust him. They have been withholding information and communicating only selectively when asked questions. And they have persistently questioned the team’s goals and strategies. And even Mitch’s actions and decisions. How can he build trust with his team?
What advice would you give Mitch?
Answer:
To inspire and build trust, trust needs to be extended through communication and clarification of the team’s goals and expectations. Mitch’s actions and decisions need to be transparent and consistent and should demonstrate a commitment to achieving the teal’s objectives.

27. Contemporary theories of Leadership

28. III-Contemporary theories of Leadership
1-Transformational leadership: Leaders who stimulate and inspire followers to achieve extraordinary outcomes.

29. III-Contemporary theories of Leadership
Transformational leadership pay attention to the concerns and developmental needs of individual followers, they change followers’ awareness of issues by helping those followers look at old problems in new ways and they are able to inspire followers to exert extra effort to achieve group goals. So they have the following four dimensions:

30. Transformational leadership
III-Contemporary theories of Leadership
Transformational leadership

31. III-Contemporary theories of Leadership
How transformational leadership works?
Transformational leaders encourage their followers to be more innovative and creative.
Goals are another key mechanism that explains how transformational leadership works. Followers of transformational leaders are more likely to pursue ambitious goals, be familiar with and agree on the strategic goals of the organization and believe that the goals they are pursuing are personally important.

32. III-Contemporary theories of Leadership
How transformational leadership works?
Transformational leadership engenders commitment on the part of followers and instils in them a greater sense of trust in leader.

33. III-Contemporary theories of Leadership
2-Transactional leadership: Leaders who lead primarily by using social exchanges or transactions.
Transactional leaders motivate followers to work toward established goals by exchanging rewards for their productivity.

34. III-Contemporary theories of Leadership
3-Charismatic leader: An enthusiastic, self-confident leader whose personality and actions influence people to behave in certain ways.
The characteristics of a charismatic leader are:
They have a vision.
The ability to articulate that vision.
A willingness to take risks to achieve that vision.
A sensitivity to both environmental constraints and follower needs.
Behaviors that are out of ordinary.

35. III-Contemporary theories of Leadership
Are charismatic leaders born or made?
It is true that charismatic leaders are born with traits that make them charismatic.
Research suggests that personality is also related to charismatic leadership. Charismatic leaders are likely to be extraverted, self-confident and achievement-oriented.

36. III-Contemporary theories of Leadership
Are charismatic leaders born or made?
Although a small minority thinks that charisma is inherited and therefore cannot be learned, most experts believe that all individuals also can be trained to exhibit charismatic behaviors and can thus enjoy the benefits that accompany being labelled a “charismatic leader”.

37. III-Contemporary theories of Leadership
Are charismatic leaders born or made?
A person can learn to become charismatic by following a three-step process:
An individual needs to develop an aura of charisma by maintaining an optimistic view.
An individual draws others in by creating a bond that inspires others to follow.
The individual brings out the potential in followers by tapping into their emotions.

38. III-Contemporary theories of Leadership

39. III-Contemporary theories of Leadership
Transformational leadership versus charismatic leadership
Although many researchers believe that transformational leadership is broader than charismatic leadership, studies show that in reality a leader who scores high on transformational leadership is also likely to score high on charisma. Therefore, in practice, measures of charisma and transformational leadership may be roughly equivalent.

40. Contemporary Issues

41. IV-Contemporary Issues: Emotional Intelligence (EI)
EI, more than any other single factor, is the best predictor of who will emerge as a leader.
The five components of emotional intelligence:
Self-awareness.
Self-management.
Self-motivation.
Empathy.
Social skills.
Some recent studies indicate that emotional intelligence (EI)—more than IQ, expertise, or any other single factor—is the best predictor of who will emerge as a leader. While technical skills are necessary, they are not sufficient for leadership. Possession of the five components of emotional intelligence—self-awareness, self-management, self-motivation, empathy, and social skills—allows an individual to become a star performer.
EI has been shown to be positively related to job performance at all levels, but it appears to be especially relevant in jobs that demand a high degree of social interaction—which is what leadership is all about. Most research concludes that EI is an essential element in leadership effectiveness and that it could be added to the list of traits associated with leadership that were described at the beginning of this chapter.

42. IV-Contemporary Issues: Leading across cultures
Effective leaders do not use a single style. They adjust their style to the situation.
National culture is certainly an important situational variable in determining which leadership style will be most effective.
National culture affects leadership style because it influences how followers will respond.

43. Examples of some leadership styles around the world!!
IV-Contemporary Issues: Leading across cultures
Examples of some leadership styles around the world!!

44. IV-Contemporary Issues: Leading across cultures
Korean Leaders are expected to be paternalistic toward employees.
Arab leaders who show kindness or generosity without being asked to do so are seen by other Arab leaders as weak.
Japanese leaders are expected to be humble and speak frequently.
Scandinavian and Dutch leaders who single out individuals with public praise are likely to embarrass, not energize, those individuals.

45. IV-Contemporary Issues: Leading across cultures
Effective leaders in Malaysia are expected to show compassion while using more of an autocratic that a participative style.
Effective German leaders are characterized by high performance orientation, low compassion, low slef-protection, low team orientation, high autonomy and high participation.
In the United States, leaders are expected to look great, sound great and be inspiring.

46. How can organizations find or create effective Leaders?
IV-Contemporary Issues: Finding and creating effective Leaders
How can organizations find or create effective Leaders?
1-Selecting leaders:
Testing is useful for identifying and selecting leaders.
Personality tests can be used to look for traits associated with leadership.
You can also assess candidates for emotional intelligence.

47. How can organizations find or create effective Leaders?
IV-Contemporary Issues: Finding and creating effective Leaders
How can organizations find or create effective Leaders?
2-Training leaders: Executive leadership programs offered by universities and Business Schools can offer leadership training and development. Some companies, too, place a lot of emphasis on leadership development.

48. IV-Contemporary Issues: Gender and Leadership
One common stereotype in organizations is that:
Women are supportive, nurturing and usually skilled at maintaining good interpersonal relations with coworkers.
Men are directive and focus on getting the job done. In other words, men tend to be task-oriented.

49. What do you think? Do you think that gender impact leadership?
IV-Contemporary Issues: Gender and Leadership
What do you think? Do you think that gender impact leadership?

50. IV-Contemporary Issues: Gender and Leadership
One recent review of the literature found that:
Men do not engage in more initiating structure just as women do not engage in more consideration!!

51. IV-Contemporary Issues: Gender and Leadership
One difference exists:
Women tended to lead in a more democratic style and men tended to lead in a more autocratic style.
When leaders are democratic, they tend to involve their subordinates in decision-making.
Autocratic leaders tend to discourage subordinate participation in decision-making and like to do things their own way.

52. IV-Contemporary Issues: Gender and Leadership
Why are women more democratic than men when they occupy leadership positions in organizations?
The first explanation is that women’s interpersonal skills (the way they interact with other people) tend to be better than men’s.
The second explanation is that women in leadership encounter more resistance from subordinates than men in leadership positions.

53. Appointment of articles and groups
Answer:
To inspire and build trust, trust needs to be extended through communication and clarification of the team’s goals and expectations. Mitch’s actions and decisions need to be transparent and consistent and should demonstrate a commitment to achieving the teal’s objectives.

54. Questions??

55. End of Session
Thank you for your attention

56. Bibliography
Robbins, S.P. and Coulter, M. (2014), Management, Pearson, 12th Edition, Chapter 18.
Robbins, S. P., Judge, T. A. and Campbell, T. T. (2010), Organizational Behavior, 1st European Edition, Chapter 13.