Introduction to Leadership - Organizational Behaviour - Lecture Slides, Slides of Organization Behaviour

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Introduction to Leadership

Leadership: Overview of Topics

• Overview
  • What is leadership and why does it matter?
  • What leaders and managers do
  • Are leaders and managers different?
• Trait approaches
• Power
  • Power and influence
  • Politics
  • Impression management
    • The ethical bases of power
    • Contingency
      • The Managerial Grid
      • Blanchard & Hersey
      • LMX
      • Substitutes for leadership
      • Self-leadership
      • “Superleadership”
    • Charisma and transformational leadership
    • Leadership, culture and gender
    • Dysfunctional leadership

What is Management?

• A universal activity that uses resources to

attain organizational goals in an effective and

efficient manner through planning, organizing,

leading, and controlling organizational

resources

• Getting work done through other people

• A manager integrates and coordinates the

work of other people

What is Leadership?

• “The process of influencing others to

understand and agree about what needs to be

done and how it can be done effectively, and

the process of facilitating individual and

collective efforts to accomplish the shared

objectives”

• A role -- a process

The Management Process

Planning

Select goals and ways to attain them

Leading

Use influence to motivate employees

Organizing

Assign responsibility for task accomplishment

Controlling

Monitor activities and make corrections

The Leadership Process

Leader traits

and skills

Leader

behavior

Follower attitudes and behaviors

Influence

processes

Performance

outcomes

Situational

variables

Leadership: Trait Approaches

Trait Approaches

• A 1991 study shows strong evidence for these traits
  • Drive: achievement, ambition, energy, tenacity, and initiative
  • Leadership motivation: personalized vs. socialized
  • Honesty and integrity: truthful, ethical, principled
  • Self-Confidence: including emotional stability
  • Cognitive ability
  • Knowledge of the business
• Weaker support was found for:
  • Charisma
  • Creativity and originality
  • Flexibility

Ghiselli’s Trait Research

• Important
  • Supervisory ability
  • Need for achievement
  • Intelligence
  • Need for self-actualization
  • Self-assurance
  • Decisiveness
    • Moderately important
      • Low need for security
      • Initiative
      • Low need for financial rewards
      • Decisiveness
    • Unimportant
      • Masculinity / femininity

Another Way To Look At It

• Personal characteristics

• Behavior

• Situation

Situation Person

Behavior

Power and Influence

• Defined

• Power is the underlying ability, used or not, that a person has to influence the thoughts or actions of another person

• Sources of power and influence

• Results or consequences

– Commitment / compliance / resistance

– Instrumental compliance / internalization /

personal identification

How Power is Gained

• Social exchange
  • Leadership based on exchange of material and psychological benefits
  • Leader gains (or loses) power based on benefits to followers
• Strategic contingencies
  • Looks at units, not individuals
  • Power based on
    • Expertise
    • Position within organization
    • Unique expertise (can unit be replaced)

Types of Power

• Based on original French and Raven work (1959)
• Types of power
  • Legitimate
  • Reward
  • Coercive
  • Information
  • Referent
  • Expert
  • Associative

Position

Person

Bases of Power

Type Basis

Coercive Punishment

Reward Reward (tangible or intangible)

Legitimate Position

Referent Liking, respect

Expert Knowledge and expertise

Informational Insider information (how-to)

Charismatic Communicating desire to achieve a

vision; inspiring others