S24 Chapter 12 0LB.pdf

Chapter 12 Leadership in Organizational Settings  This Chapter 1. Leadership Defined 2. Transformational Leadership Theory 3. Managerial Leadership (vs. Transformational Leadership) Theory 4. Path-Goal Leadership Theory...

Chapter 12 Leadership in Organizational Settings  This Chapter 1. Leadership Defined 2. Transformational Leadership Theory 3. Managerial Leadership (vs. Transformational Leadership) Theory 4. Path-Goal Leadership Theory 5. Servant Leadership 6. Personal attributes of effective leaders 7. Authentic Leadership ©McGraw-Hill Education.  How do we define Leadership? Leadership is about influencing, motivating and enabling others to contribute toward the effectiveness and success of the organizations in which they are members. ©McGraw-Hill Education.  Transformational leadership Leaders are change agents. Transformational leadership is a perspective of how leaders change teams and organizations. ©McGraw-Hill Education.  Transformational Leadership Model ©McGraw-Hill Education.  Features of a Shared Vision Vision is an idealized future state with a higher purpose Features Linked to personal values that affect multiple stakeholders A unifying ideal Challenging objective; not achieved in the short term; may require new practices and/or belief systems Examples: Apple: tools for the mind to advance mankind Starbucks: nurture the human spirit Tesla: to transition the world to sustainable energy Twitter → X, the ‘everything app’ (abstract is ok!) ©McGraw-Hill Education.  Transformational Leadership Elements (1 of 2) 1. Develop/Communicate the vision Build Develop/ Develop/ commitment to communicate communicate aa Use symbols, metaphors, images, terms the vision strategic vision strategic vision Frame the vision Elements of Transformational Leaders communicate with humility, Leadership sincerity, passion Encourage Model experimentation the vision ©McGraw-Hill Education.  Transformational Leadership Elements (2 of 2) 2. Model the vision Enacting the vision (“walking the talk” / leading by example) Leader’s own behaviour symbolizes, demonstrates the vision - Legitimizes and demonstrates the vision - Builds employee trust in the leader 3. Encourage experimentation Encourage employees to question current practices, make mistakes Support a ‘learning orientation” 4. Build commitment to the vision Stronger commitment from earlier elements Also through rewards, recognition, celebrations ©McGraw-Hill Education.  Transformational Leadership and Charisma Charismatic leadership differs from transformational leadership. 1a Charismatic leadership: relies on 1b Transformational leadership: a personal trait (referent power) relies on behaviours that to motivate followers. motivate followers toward a vision. 2a Charismatic leadership: 2b Transformational leadership: influences by impression applies persuasion and trust, management, produces which empower followers. committed followers. Risk that charismatic leaders become intoxicated by their charisma. ©McGraw-Hill Education.  Managerial Leadership Definition: Daily activities that support/guide the performance & well-being of employees and work unit to support current objectives and practices Managerial leadership vs transformational leadership Assumes environment is stable (vs dynamic) Micro-focused (vs macro-focused) Current vs future Transformational and managerial leadership complement each other ©McGraw-Hill Education.  Clusters of Managerial Leadership Both styles necessary, but different effects ©McGraw-Hill Education.  Clusters of Managerial Leadership Both styles necessary, but different effects ©McGraw-Hill Education.  Question In what ways to teachers / profs need to be task-oriented? In what ways do they need to be people-oriented? ©McGraw-Hill Education.  Path-Goal Leadership Contingency theory of managerial leadership Best leadership style depends on employee/situation Four main path goal leadership styles Directive Supportive Participative Achievement-oriented ©McGraw-Hill Education.  Path-Goal Leadership Behaviours Directive Similar to task-oriented leadership Supportive Provides psychological support Similar to people-oriented leadership Participative Encourage and facilitate employee involvement Achievement Encourages employees to achieve peak performance Supportive and challenging ©McGraw-Hill Education.  Path-Goal Leadership Model ©McGraw-Hill Education.  Path-Goal Contingencies Skill and experience Low: directive and supportive leadership Locus of control Internal: participative and achievement leadership External: directive and supportive leadership Task structure Non-routine: directive and/or participative leadership Team dynamics Low cohesion: supportive leadership Dysfunctional norms: directive leadership High cohesion: participative / achievement ©McGraw-Hill Education.  Path-Goal Leadership Examples ©McGraw-Hill Education.  Servant Leadership Serving followers toward their need fulfilment, personal development, and growth. Focus on coaching and relationships. Servant leader characteristics: 1. Natural calling to serve others. 2. Humble, egalitarian, accepting relationship. 3. Ethical decisions and actions. Servant leader behaviour examples: Holding self accountable to employees Collaborative problem solving Empathetic conversation about employee development ©McGraw-Hill Education.  Leadership Attributes at easyJet easyJet CEO Carolyn McCall identifies several leadership attributes in herself and others that have guided the airline’s successful turnaround. ©McGraw-Hill Education. © dpa picture alliance archive/Alamy Stock Photo  Attributes of Effective Leaders (1 of 4) Personality Of Big Five personality traits, high extroversion and conscientiousness → effective leadership Self-concept Complex, internally consistent, clear self-view as a leader Positive self-evaluation ©McGraw-Hill Education. © dpa picture alliance archive/Alamy Stock Photo  Attributes of Effective Leaders (2 of 4) Leadership motivation Motivated to lead others “Takes the hill” Strong need for socialized power Drive High need for achievement Inquisitiveness, action- oriented, boldness ©McGraw-Hill Education. © dpa picture alliance archive/Alamy Stock Photo  Attributes of Effective Leaders (4 of 4) Cognitive/Practical Intelligence Above average cognitive ability Superior ability to analyze complex alternatives and opportunities Able to use business knowledge to solve real-world problems Knowledge of the business Tacit and explicit knowledge of the organization’s environment ©McGraw-Hill Education. © dpa picture alliance archive/Alamy Stock Photo  Attributes of Effective Leaders (3 of 4) Integrity Truthfulness and consistency of words and actions Judge dilemmas using sound values Related to honesty and ethical conduct Emotional Intelligence Recognize/regulate emotions in themselves and others ©McGraw-Hill Education. © dpa picture alliance archive/Alamy Stock Photo  Authentic Leadership Know Yourself Be Yourself Engage in self-reflection Develop your own style Feedback from trusted Apply your values sources Maintain regular, positive Understand your inner self-evaluation purpose Relates to: self-concept, emotional intelligence, Johari window, leadership, values & ethics and overall desire to learn about yourself! ©McGraw-Hill Education.  Upcoming….Afternoon Class Review Chapters 11, 12 Extra Credit 2 Homework: Leadership Example (2%) In Blackboard → Assignments & Assessments Individual or Pair (both need to submit) Due July 28 Follow instructions carefully Group Assignment due August 4 ©McGraw-Hill Education.