Organizational Behavior 18th Edition Chapter 12 Leadership PDF

Organizational Behavior Eighteenth Edition Chapter 12 Leadership Copyright © 2019, 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved. Learning Objectives (1 of 2) 12.1 Summ...

Organizational Behavior Eighteenth Edition Chapter 12 Leadership Copyright © 2019, 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved. Learning Objectives (1 of 2) 12.1 Summarize the conclusions of trait theories of leadership. 12.2 Identify the central tenets and main limitations of behavioral theories. 12.3 Contrast contingency theories of leadership. 12.4 Describe the contemporary theories of leadership and their relationship to foundational theories. Copyright © 2019, 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved. Learning Objectives (2 of 2) 12.5 Discuss the roles of leaders in creating ethical organizations. 12.6 Describe how leaders can have a positive impact on their organizations through building trust and mentoring. 12.7 Identify the challenges to our understanding of leadership. Copyright © 2019, 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved. Summarize the Conclusions of Trait Theories of Leadership (1 of 6) Leadership is the ability to influence a group toward the achievement of a vision or set of goals. – Not all leaders are managers, nor are all managers leaders. Nonsanctioned leadership is often as important or more important than formal influence. Copyright © 2019, 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved. Summarize the Conclusions of Trait Theories of Leadership (2 of 6) Trait theories of leadership focus on personal qualities and characteristics. – The search for personality, social, physical, or intellectual attributes that differentiate leaders from non-leaders goes back to the earliest stages of leadership research. Copyright © 2019, 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved. Summarize the Conclusions of Trait Theories of Leadership (3 of 6) A comprehensive review of the leadership literature, when organized around the Big Five, has found extraversion to be the most predictive trait of effective leaders, but it is more strongly related to the way leaders emerge than to their effectiveness. Unlike agreeableness and emotional stability, conscientiousness and openness to experience also showed strong relationships to leadership, though not quite as strong as extraversion. Copyright © 2019, 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved. Summarize the Conclusions of Trait Theories of Leadership (4 of 6) Good leaders who like being around people: – Are able to assert themselves (extraverted). – Are disciplined and able to keep commitments they make (conscientious). – Have an apparent advantage when it comes to leadership. Copyright © 2019, 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved. Summarize the Conclusions of Trait Theories of Leadership (5 of 6) Another trait that may indicate effective leadership is emotional intelligence. – A core component of EI is empathy. People high in EI are more likely to emerge as leaders, even after taking cognitive ability and personality into account. Copyright © 2019, 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved. Summarize the Conclusions of Trait Theories of Leadership (6 of 6) Two conclusions: – Traits can predict leadership. – Traits do a better job predicting the emergence of leaders than they do at distinguishing between effective and ineffective leaders. Copyright © 2019, 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved. Central Tenets and Main Limitations of Behavioral Theories (1 of 3) Behavioral theories of leadership imply we can train people to be leaders. – Ohio State Studies found two behaviors that accounted for most leadership behavior:  Initiating structure  Consideration Copyright © 2019, 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved. Central Tenets and Main Limitations of Behavioral Theories (2 of 3) The GLOBE study suggests there are international differences in preference for initiating structure and consideration. – Found that leaders high in consideration would succeed best in where cultures did not favor unilateral decision making. Copyright © 2019, 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved. Central Tenets and Main Limitations of Behavioral Theories (3 of 3) Summary of Trait Theories and Behavioral Theories – Leaders who have certain traits and who display culturally appropriate consideration and structuring behaviors do appear to be more effective. – Traits and behaviors do not guarantee success.  Context matters too. Copyright © 2019, 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved. Contrast Contingency Theories of Leadership (1 of 7) The Fiedler contingency model: effective group performance depends upon the proper match between the leader’s style of interacting with subordinates and the degree to which the situation gives control to the leader. – The least preferred coworker (LPC) questionnaire:  Task- or relationship-oriented.  Assumes leadership style is fixed. Copyright © 2019, 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved. Contrast Contingency Theories of Leadership (2 of 7) Defining the Situation – Contingency dimensions:  Leader-member relations  Task structure  Position power Copyright © 2019, 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved. Contrast Contingency Theories of Leadership (3 of 7) Exhibit 12-1 Findings from the Fiedler Model Copyright © 2019, 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved. Contrast Contingency Theories of Leadership (4 of 7) Situational leadership theory (SLT) is a contingency theory that focuses on the followers. – Successful leadership is achieved by selecting the right leadership style, which is contingent on the level of the followers’ readiness. Copyright © 2019, 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved. Contrast Contingency Theories of Leadership (5 of 7) Path-goal theory: – Contingency model of leadership that extracts key elements from the Ohio State leadership research on initiating structure and consideration and the expectancy theory of motivation. – Derived from belief that effective leaders clarify the path to help followers achieve work goals. Copyright © 2019, 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved. Contrast Contingency Theories of Leadership (6 of 7) The leader-participation model relates leadership behavior and participation in decision making. – Leader behavior must adjust to reflect the task structure. Copyright © 2019, 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved. Contrast Contingency Theories of Leadership (7 of 7) OB POLL How Are You Developing Your Leadership Skills Note: Survey of 700 respondents. Source: Based on J. Brox, “The Results Are In: How Do You Ensure You’re Constantly Developing as a Leader?” May 14, 2013, http://www.refreshleadership.com/index.php/2013/05/results-ensure-youre-constantly-developing-leader/#more- 4732. Copyright © 2019, 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved. Contemporary Theories of Leadership (1 of 12) Exhibit 12-2 Leader–Member Exchange Theory from Copyright © 2019, 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved. Contemporary Theories of Leadership (2 of 12) Exhibit 12-3 Key Characteristics of a Charismatic Leader 1. Vision and articulation. Has a vision—expressed as an idealized goal—that proposes a future better than the status quo; able to clarify the importance of the vision in terms that are understandable to others. 2. Personal risk. Willing to take on high personal risk, incur high costs, and engage in self-sacrifice to achieve the vision. 3. Sensitivity to follower needs. Perceptive of others’ abilities and responsive to their needs and feelings. 4. Unconventional behavior. Engages in behaviors that are perceived as novel and counter to norms. Source: Based on J. A. Conger and R. N. Kanungo, Charismatic Leadership in Organizations (Thousand Oaks, CA: Sage, 1998), 94. Copyright © 2019, 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved. Contemporary Theories of Leadership (3 of 12) Are Charismatic Leaders Born or Made? – Some individuals are born with charismatic traits, others are trained to exhibit charismatic behaviors. – Develop the aura of charisma.  Use your passion to generate enthusiasm. – Speak in an animated voice, reinforce your message with eye contact and facial expressions, and gesture for emphasis. – Bring out the potential in followers by tapping into their emotions and create a bond that inspires them. Copyright © 2019, 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved. Contemporary Theories of Leadership (4 of 12) How Charismatic Leaders Influence Followers – Articulating an appealing vision. – Developing a vision statement. – Establishing a new set of values. – Conveying courage and conviction about the vision. Copyright © 2019, 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved. Contemporary Theories of Leadership (5 of 12) Does Effective Charismatic Leadership Depend on the Situation? – People are especially receptive when they sense a crisis or when they are under stress. Copyright © 2019, 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved. Contemporary Theories of Leadership (6 of 12) The Dark Side of Charismatic Leadership – Many leaders don’t necessarily act in the best interest of their companies.  Many have allowed their personal goals to override the goals of the organization.  Individuals who are narcissistic are also higher in some behaviors associated with charismatic leadership. Copyright © 2019, 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved. Contemporary Theories of Leadership (7 of 12) Exhibit 12-4 Characteristics of Transactional and Transformational Leaders Transactional Leader Contingent Reward: Contracts exchange of rewards for effort, promises rewards for good performance, recognizes accomplishments. Management by Exception (active): Watches and searches for deviations from rules and standards, takes corrective action. Management by Exception (passive): Intervenes only if standards are not met. Laissez-Faire: Abdicates responsibilities, avoids making decisions. Transformational Leader Idealized Influence: Provides vision and sense of mission, instills pride, gains respect and trust. Inspirational Motivation: Communicates high expectations, uses symbols to focus efforts, expresses important purposes in simple ways. Intellectual Stimulation: Promotes intelligence, rationality, and careful problem solving. Individualized Consideration: Gives personal attention, treats each employee individually, coaches, advises. Sources: Based on B. M. Bass, Leadership and Performance Beyond Expectations (New York, NY: Free Press, 1990); and T. A. Judge and R. F. Piccolo, “Transformational and Transactional Leadership: A Meta-Analytic Test of Their Relative Validity,” Journal of Applied Psychology 89, no. 5 (2004): 755–68. Copyright © 2019, 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved. Contemporary Theories of Leadership (8 of 12) Exhibit 12-5 Full Range of Leadership Model Copyright © 2019, 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved. Contemporary Theories of Leadership (9 of 12) How Transformational Leadership Works – Creativity – theirs and others. – Decentralization of responsibility. – Propensity to take risks. – Compensation is geared toward long-term results. – Greater agreement among top managers about the organization’s goals. Copyright © 2019, 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved. Contemporary Theories of Leadership (10 of 12) Evaluation of Transformational Leadership – Transformational leadership has been supported at diverse job levels and occupations, but it isn’t effective in all situations.  It has a greater impact on the bottom line in smaller, privately-held firms than in more complex organizations. Copyright © 2019, 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved. Contemporary Theories of Leadership (11 of 12) Transformational versus Transactional Leadership – Transformational leadership is more strongly correlated with a variety of workplace outcomes. Copyright © 2019, 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved. Contemporary Theories of Leadership (12 of 12) Transformational versus Charismatic Leadership – Charismatic leadership places more emphasis on the way leaders communicate – are they passionate and dynamic? – Transformational leadership focuses more on what they are communicating – is it a compelling vision? – Both focus on the leader’s ability to inspire followers. Copyright © 2019, 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved. Role of Leaders in Creating Ethical Organizations (1 of 4) Authentic Leadership – Authentic leaders:  Know who they are.  Know what they believe in and value.  Act on those values and beliefs openly and candidly. – The result: people come to have faith in them. Copyright © 2019, 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved. Role of Leaders in Creating Ethical Organizations (2 of 4) Ethical Leadership – Ethics touches on leadership at a number of junctures. – Efforts have been made to combine ethical and charismatic leadership into an idea of socialized charismatic leadership – leadership that conveys other-centered values by leaders who model ethical conduct. Copyright © 2019, 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved. Role of Leaders in Creating Ethical Organizations (3 of 4) Abusive Supervision – Refers to the perception that a supervisor is hostile in their verbal and nonverbal behavior.  Negatively affects health, leads to increased depression, emotional exhaustion, and job tension perceptions.  Leads to decreases in organizational commitment, job satisfaction, and perceived organizational support along with increased work-family conflict.  Can adversely affect employee performance and other employee behaviors. Copyright © 2019, 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved. Role of Leaders in Creating Ethical Organizations (4 of 4) Servant Leadership – Servant leaders go beyond their self-interest and instead focus on opportunities to help followers grow and develop. – Characteristic behaviors include listening, empathizing, persuading, accepting stewardship, and actively developing followers’ potential. Copyright © 2019, 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved. Positive Leadership (1 of 4) Trust and Leadership – Trust: a psychological state that exists when you agree to make yourself vulnerable to another because you have positive expectations about how things are going to turn out.  A primary attribute associated with leadership.  When trust is broken, it can have serious adverse effects on a group’s performance. Copyright © 2019, 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved. Positive Leadership (2 of 4) Exhibit 12-6 The Nature of Trust Copyright © 2019, 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved. Positive Leadership (3 of 4) Trust propensity – Trust and Culture – The Role of Time – Regaining Trust Copyright © 2019, 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved. Positive Leadership (4 of 4) Exhibit 12-7 Career and Psychological Functions of the Mentoring Relationship Career Functions Psychosocial Functions Lobbying to get the protégé challenging and Counseling the protégé to bolster his or her self- visible assignments confidence Coaching the protégé to help develop his or Sharing personal experiences with the protégé her skills and achieve work objectives Providing exposure to influential individuals Providing friendship and acceptance within the organization Protecting the protégé from possible risks to Acting as a role model his or her reputation Sponsoring the protégé by nominating him or Blank her for potential advances or promotions Acting as a sounding board for ideas the Blank protégé might be hesitant to share with a direct supervisor Copyright © 2019, 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved. Challenges to our Understanding of Leadership (1 of 4) Much of an organization’s success or failure is due to factors outside the influence of leadership. – In many cases, success or failure is just a matter of being in the right or wrong place at a given time. The attribution theory of leadership says leadership is merely an attribution people make about other individuals. Copyright © 2019, 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved. Challenges to our Understanding of Leadership (2 of 4) Exhibit 12-8 Substitutes for and Neutralizers of Leadership Defining Characteristics Relationship-Oriented Leadership Task-Oriented Leadership Individual Blank Blank Experience/training No effect on Substitutes for Professionalism Substitutes for Substitutes for Indifference to rewards Neutralizes Neutralizes Job Blank Blank Highly structured task No effect on Substitutes for Provides its own feedback No effect on Substitutes for Intrinsically satisfying Substitutes for Neutralizes Organization Blank Blank Explicit formalized goals No effect on Substitutes for Rigid rules and procedures No effect on Substitutes for Cohesive work groups Substitutes for Substitutes for Source: Based on K. B. Lowe and W. L. Gardner, “Ten Years of the Leadership Quarterly: Contributions and Challenges for the Future,” Leadership Quarterly 11, no. 4 (2000): 459–514. Copyright © 2019, 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved. Challenges to our Understanding of Leadership (3 of 4) Selecting Leaders – Identifying effective leaders:  Review specific requirements for the position.  Consider personality tests to identify leadership traits.  Situation-specific experience is relevant. – Plan for a change in leadership. Copyright © 2019, 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved. Challenges to our Understanding of Leadership (4 of 4) Training Leaders – Leadership training is likely to be more successful with high self-monitors. – Teach implementation skills. – Teach trust building, mentoring, and situational-analysis. – Behavioral training through modeling exercises can increase an individual’s charismatic leadership qualities. – Review leadership after key organizational events. – Train in transformational leadership skills. Copyright © 2019, 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved. Implications for Managers (1 of 2) For maximum leadership effectiveness, ensure that your preferences on the initiating structure and consideration dimensions are a match for your work dynamics and culture. Hire candidates who exhibit transformational leadership qualities and who have demonstrated success in working through others to meet a long-term vision. Personality tests can reveal candidates higher in extraversion, conscientiousness, and openness, which may indicate leadership readiness. Copyright © 2019, 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved. Implications for Managers (2 of 2) Hire candidates whom you believe are ethical and trustworthy for management roles and train current managers in your organization’s ethical standards to increase leadership effectiveness and reduce abusive supervision. Seek to develop trusting relationships with followers, because, as organizations have become less stable and predictable, strong bonds of trust are replacing bureaucratic rules in defining expectations and relationships. Consider investing in leadership training such as formal courses, workshops, and mentoring. Copyright © 2019, 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved. Copyright This work is protected by United States copyright laws and is provided solely for the use of instructors in teaching their courses and assessing student learning. Dissemination or sale of any part of this work (including on the World Wide Web) will destroy the integrity of the work and is not permitted. The work and materials from it should never be made available to students except by instructors using the accompanying text in their classes. All recipients of this work are expected to abide by these restrictions and to honor the intended pedagogical purposes and the needs of other instructors who rely on these materials. Copyright © 2019, 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved.