HBO Leadership Presentation - Group 12 PDF

GROUP 12 Leadership Sarmiento, Fernandez, & Manaog  learning objectives Summarize the conclusions of trait theories of leadership. Discuss the roles of leaders in Identify the central tenets and creating ethical organizations. main limitations of...

GROUP 12 Leadership Sarmiento, Fernandez, & Manaog  learning objectives Summarize the conclusions of trait theories of leadership. Discuss the roles of leaders in Identify the central tenets and creating ethical organizations. main limitations of behavioral theories Describe how leaders can have a positive impact on their Contrast contingency theories organizations through building trust of leadership. and mentoring. Describe the contemporary Identify the challenges to our theories of leadership and their understanding of leadership. relationship to foundational theories.  trait theories Theories that consider personal For personality, a comprehensive review of the leadership qualities and characteristics that literature organized around the Big Five framework has found differentiate leaders from extraversion to be the most predictivetrait of effective nonleaders. Trait theories of leadership.1 However, extraversion sometimes relates leadership focus on personal more to the way leaders emerge than to their effectiveness. qualities and characteristics. Sociable and dominant people are more likely to assert Leadership emergence and themselves in group situations, which can help extraverts be effectiveness are often evaluated identified as leaders, but separately vis-à-vis trait studies. effective domineering.. leaders are not  INITIATING STRUCTURE BEHAVIORAL THEORIES Initiating structure is the extent to which a leader is likely to define and structure his or her role and those of Trait research provides a basis for selecting employees in the search for goal attainment. It includes the right people for leadership. Behavioral behavior that attempts to organize work, work theories of leadership, in contrast, imply we relationships, and goals. A leader high in initiating structure is someone who assigns followers particular can train people to be leaders.The most tasks, sets definite standards of performance, and comprehensive behavioral theories of emphasizes deadlines. leadership resulted from the Ohio State Studies,11 which sought to identify independent dimensions of leader behavior. CONSIDERATION Consideration is the extent to which a person’s job Beginning with more than a thousand relationships are characterized by mutual trust, respect for dimensions, the studies narrowed the list to employees’ ideas, and regard for their feelings. A leader two that substantially accounted for most of high in consideration helps employees with personal problems, is friendly and approachable, treats all the leadership behavior described by employees as equals, and expresses appreciation and employees: initiating structure and support (people-oriented). Most of us want to work for considerate leaders—when asked to indicate what most consideration. motivated them at work, 66 percent of U.S. employees surveyed mentioned appreciation  summary of Trait Theories and behavioral Theories In general, research indicates there is validity for both the trait and behavioral theories. Parts of each theory can help explain facets of leadership emergence and effectiveness. However, identifying the exact relationships is not a simple task. The first difficulty is in correctly identifying whether a trait or a behavior predicts a certain outcome. The second is in exploring which combinations of traits and behaviors yield certain outcomes. The third challenge is to determine the causality of traits to behaviors so that predictions toward desirable leadership outcomes can be made. Leaders who have certain traits desirable to their positions and who display culturally appropriate initiating structure and consideration behaviors do appear to be more effective. Beyond that, the determinations are less clear. For example, perhaps you’re wondering whether conscientious leaders (trait) are more likely to be structuring (behavior), and extraverted leaders (trait) to be considerate (behavior). Unfortunately, we are not sure there is a connection. Future research is needed. consideration The extent to which a leader is likely to have job relationships characterized by mutual trust, respect for subordinates’ ideas, and regard for their feelings.  Some tough-minded leaders contingency seem to gain a lot of admirers theories when they take over struggling companies and lead them out of crises. However, predicting leadership success is more complex than finding a few hero examples. Also, the leadership style that works in very bad times doesn’t necessarily translate into long-term success.  After finding a score, a fit must be found between the organizational situation and the leader’s style for there to be leadership effectiveness. We can assess the situation in terms of three contingency or situational FIEDLER MODEL dimensions: 1. Leader–member relations is the degree of confidence, trust, and respect members have in their leader. 2. Task structure is the degree to which the job assignments are Fred Fiedler developed the first procedurized (that is, structured or unstructured). 3. Position power is the degree of influence a leader has over power comprehensive contingency model for variables such as hiring, firing, discipline, promotions, and salary leadership. The Fiedler contingency increases. model proposes that group performance depends on the proper match between the leader’s style and the degree to which the situation gives the leader control. With the model, the individual’s leadership style is assumed to be permanent situational leadership Theory Situational leadership theory (SLT) focuses on the followers. It says successful leadership depends on selecting the right leadership style contingent on the followers’ readiness, the extent to which followers are willing and able to accomplish a specific task. A leader should choose one of four behaviors depending on follower readiness.  path–Goal Theory Developed by Robert House, path– (The term path–goal implies effective leaders clarify followers’ goal theory extracts elements from paths to their work goals and make the journey easier by reducing the research on initiating structure roadblocks.) The theory predicts: Directive leadership yields and consideration, and on the greater employee satisfaction when tasks are ambiguous or stressful expectancy theory of motivation. than when they are highly structured and well laid out. Path–goal theory suggests it’s the Supportive leadership results in leader’s job to provide followers with high employee performance and satisfaction when employees are information, support, or other performing structured tasks. Directive leadership is likely to be resources necessary to achieve perceived as redundant among employees with high ability or goals. considerable experience.  leader– participation model The leader–participation model relates leadership behavior to subordinate participation in decision making. Like path–goal theory, it says leader behavior must adjust to reflect the task structure (such as routine, non-routine, or in between), but it does not cover all leadership behaviors and is limited to recommending what types of decisions might be best made with subordinate participation. It lays the groundwork for the situations and leadership behaviors most likely to elicit acceptance from subordinates Contemporary Theories of Leadership Contemporary theories have been built upon the foundation we’ve just established to discover unique ways leaders emerge, influence, and guide their employees and organizations. Let’s explore some of the leading current concepts, and look for aspects of the theories we’ve discussed already throughout.  Leader–Member Exchange (LMX) Theory The leader–member exchange (LMX) theory is a relationship-based approach to leadership that focuses on the two-way (dyadic) relationship between leaders and followers. leaders establish a special relationship with a small group of their followers. These individuals make up the ingroup—they are trusted, get a disproportionate amount of the leader’s attention, and are more likely to receive special privileges. Other followers fall into the outgroup.  Charismatic Leadership Sociologist Max Weber defined The first researcher to consider charismatic charisma (from the Greek for leadership in terms of “gift”) as “a certain quality of an OB was Robert House. According to individual personality, by virtue of charismatic leadership which he or she is set apart from theory, followers ordinary people and treated as attribute heroic or extraordinary endowed with supernatural, leadership abilities superhuman, or at least when they observe certain behaviors, and specifically exceptional powers or tend to give these qualities. leaders power. Are Charismatic Leaders Born or Made? Are charismatic leaders born with their qualities? Or can people actually learn to be charismatic leaders? Yes, and yes. Individuals are born with traits that make them charismatic. In fact, studies of identical twins found they score similarly on charismatic leadership measures, even if they were raised in different households and never met. Personality is also related to charismatic leadership; charismatic leaders are likely to be extroverted, self-confident, and achievement oriented.  HOW CHARISMATIC DOES EFFECTIVE CHARISMATIC LEADERSHIP DEPEND ON THE SITUATION? LEADERS INFLUENCE One factor that enhances charismatic leadership is stress. FOLLOWERS People are especially receptive to charismatic leadership when they sense a crisis, when they are under stress, or By articulating an appealing vision, a long- when they fear for their lives. This may explain why, when term strategy for attaining a goal by linking charismatic leaders surface, it’s likely to be in politics or the present with a better future for the religion, during wartime, or when a business is in its infancy or facing a threatening crisis. organization. Desirable visions fit the times and circumstances and reflect the uniqueness of the organization. A vision DOES EFFECTIVE CHARISMATIC LEADERSHIP needs an accompanying vision statement, a DEPEND ON THE SITUATION? formal articulation of an organization’s Research has shown that individuals who are vision or mission. Charismatic leaders may narcissistic are also higher in some behaviors use vision statements to imprint on associated with charismatic leadership. Many followers an overarching goal and purpose. charismatic—but corrupt—leaders have allowed These leaders also set a tone of cooperation their personal goals to override the goals of their and mutual support. organizations.  Transactional and Transformational Leadership Fiedler’s model, situational leadership theory, Transactional and transformational leadership and path–goal theory describe transactional complement each other; they aren’t opposing leaders, who guide their followers toward approaches to getting things done. The best established goals by clarifying role and task leaders are transactional and transformational. requirements. Transformational leaders can Transformational leadership builds on have an extraordinary effect on their followers, transactional leadership and produces levels of who respond with increased levels of follower effort and performance beyond what commitment. transactional leadership alone can do. Top Leaders Feel the Most Stress Research from Harvard, California- San Diego, and Stanford University shows that leaders experience less stress than non-leaders, with lower anxiety levels and lower cortisol levels. Additionally, individuals in higher-status occupational groups report less perceived stress and lower blood pressure readings.  Full Range of Leadership Model Transformational leadership involves four styles: individualized consideration, intellectual stimulation, inspirational motivation, and idealized influence (the "four I's). These styles motivate followers to perform above expectations, transcend self-interest, and contribute to higher productivity, morale, satisfaction, organizational effectiveness, lower turnover, absenteeism, and greater organizational adaptability. Regular use of these styles is most effective.  Transformational versus Transformational versus Transactional Leadership Charismatic Leadership Research shows that transformational Charismatic leadership places somewhat leadership is more effective than more emphasis on the way leaders transactional leadership in reducing turnover communicate (are they passionate and rates, productivity, stress, burnout, and dynamic?), while transformational leadership employee satisfaction. However, the full focuses more on what they are range of leadership model suggests a division communicating (is it a compelling vision?). between transactional and transformational Still, the theories are more alike than leadership, which may not be fully present in different. At their heart, both focus on the effective leadership. Additionally, contingent leader’s ability to inspire followers, and reward leadership, where leaders reward sometimes they ldo so in the same way. employees for reaching specific goals, can sometimes work as well.  RESPONSIBLE AUTHENTIC LEADERSHIP Authentic leadership emphasizes morality, LEADERSHIP openly expressing beliefs and values, and fostering trust among followers. It involves Refers to leaders who (a) are sharing information, encouraging open communication, and adhering to ideals, leading deemed to properly and justly to a sense of ethical conduct and increased faith meet the role, normative, in the leader. ethical, and moral obligations they have with respect to defined stakeholders, and (b) ETHICAL LEADERSHIP Leadership is not a one-time act; it requires a leader to are willing to be held create ethical expectations for all members, influencing not only direct followers but also the command structure. accountable for the Ethical leaders foster an ethical culture and expect lower- consequences of their actions level leaders to follow ethical guidelines. Highly ethical leaders encourage organizational citizenship behaviors and and behaviors. problem-solving among their followers. Ethical and authentic leadership intersect at a number of junctures. Leaders who treat their followers ethically and authentically—with fairness, especially by providing honest, frequent, and accurate information—are seen as more effective. Transformational leadership has ethical implications since these leaders change the way followers think. Charisma, too, has an ethical component. Holding Leaders Ethically Accountable Ethical leaders hold themselves accountable for their actions and are responsible for the success of their organizations. They act with integrity, and their words and actions are aligned. They also prioritize the interests of their teams and organizations over their own.  Servant leaders go beyond Servant their self-interest and focus Leadership on opportunities to help followers grow and develop. Characteristic behaviors include listening, empathizing, persuading, accepting stewardship, and actively developing followers’ potential.  Positive Leadership Good Mediocre Bad In each of the theories we’ve discussed, you can see opportunities for the practice of good, bad, or mediocre leadership. Now let’s think about the intentional development of positive leadership environments Trust Trust is a very important thing between a leader and a follower. No follower will put their faith in a leader that is dishonest. Therefore, an organization is purely based on trust. Outcomes of Trust encourages Trust facilitates trust taking risks information sharing Trust between supervisors and employees has a number of specific Trusting Trust advantages. Here are just a groups are enhances few from research: more productivity effective  trust development There are 3 key characteristics that a leader Intergrity benevolence ability is trustworthy:  TRUST PROPENSITY TRUST AND CULTURE THE ROLE OF TIME Trust propensity refers Cultures differ in what Trust is built through to how likely a particular they trust in the observing behavior over employee is to trust a workplace time. leader.  regaining trust Managers who break the psychological contract with employees, demonstrating untrustworthiness, can lead to decreased job satisfaction, increased resignation intent, lower organizational commitment, and lower task performance.  mentoring Leaders often take responsibility for developing future leaders. A mentor is a senior employee who sponsors and supports a less- experienced employee, a protégé. Successful mentors are good teachers. Challenges to Our Understanding of Leadership  Leadership as an Substitutes for and attribution neutralizers of leadership Attribution theory examines how One theory of leadership suggests people try to make sense of cause- that in many situations, leaders’ and-effect relationships. The actions are irrelevant. Experience attribution theory of leadership says and training are among the leadership is merely an attribution substitutes that can replace the people make about other need for a leader’s support or ability individuals. to create structure. Online leadership Organizations fill management positions by identifying effective Training Leaders leaders through knowledge, skills, and abilities. Personality tests can Businesses invest identify traits like extraversion, billions on executive conscientiousness, and openness to experience. workshops, sailing vacations, and other forms of leadership development training.  conclusion Understanding leadership is essential to understanding group behavior since followers are typically guided toward their objectives by their leaders. Understanding what makes an effective leader helps boost group performance.  Make sure your preferences on the initial style and evaluation aspects align with your work dynamics and culture for maximum success as a leader. Employ people that have proven to be successful at motivating others to achieve a long-term goal and Implications who possess transformational leadership traits. To improve leadership effectiveness, select for applicants for management positions that you feel are morally and reliably trustworthy and educate existing managers on the moral principles of your managers company. As companies have grown less stable and predictable, strong bonds of trust are taking the place of administrative norms in establishing expectations and relationships. Consider investing in leadership training such as formal courses, workshops, and mentoring. Thank you for listening!