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08 Langton Fob 3ce Ch08
08 Langton Fob 3ce Ch08
Leadership
Chapter8,NancyLangtonandStephenP.Robbins,
Chapter Outline
Leadership
1. What is the difference between a manager and a
leader?
2. Are there specific traits, behaviours, and situations
that affect how one leads?
3. How does a leader lead with vision?
4. Can a person be an informal leader?
5. What is self-leadership?
6. What are some of the contemporary issues in
leadership?
Chapter8,NancyLangtonandStephenP.Robbins,
Leadership
The ability to influence a group toward the
achievement of goals.
Chapter8,NancyLangtonandStephenP.Robbins,
7.
8.
Leadership
1. Formulates long-term objectives for reforming the
system: Plans strategy and tactics
2. Exhibits leading behaviour: Acts to bring about
change in others congruent with long-term objectives
3.
4.
5.
6.
Source:R.N.Kanungo,LeadershipinOrganizations:LookingAheadtothe21 stCentury,CanadianPsychology39,no.12(1998),p.77.
Chapter8,NancyLangtonandStephenP.Robbins,
Leadership as Supervision
Three general questions:
Is there a particular set of traits that all leaders
have, making them different from nonleaders?
Are there particular behaviours that make for
better leaders?
How much impact does the situation have on
leaders?
Chapter8,NancyLangtonandStephenP.Robbins,
Trait Theories
Traits are characteristics of the person:
Physical characteristics
Abilities
Personality traits
Traits consistently associated with leadership:
Ambition and energy
The desire to lead
Honesty and integrity
Self-confidence
Intelligence
Job-relevant knowledge
Chapter8,NancyLangtonandStephenP.Robbins,
Leaders need self-awareness, self-management, selfmotivation, empathy, and social skills to become a star
performer.
These are the components of EI.
Chapter8,NancyLangtonandStephenP.Robbins,
Communication skills
52
47
Honesty
34
Ability to listen
25
Team-building expertise
24
Analytical skills
19
Aggressiveness in business
10
Source:SurveyconductedbyAmericanExpressfortheNationalQualityInstitute.ReportedinR.Nutt,SurveyFindsLeadershipKey,VancouverSun,June1,2000,p.D6.
Chapter8,NancyLangtonandStephenP.Robbins,
Trustworthy
Noncooperative
Subdued
Dynamic
Irritable
Motive arouser
Egocentric
Cunning
Decisive
Ruthless
Sensitive
Intelligent
Dictatorial
Provocateur
Dependable
Loner/self-centred
Self-effacing
Plans ahead
Willful
Excellence oriented
Team builder
Encouraging
Source:D.N.DenHartog,R.J.House,P.J.Hanges,S.A.RuizQuintanilla,andP.W.Dorfman,CultureSpecificandCrossculturallyGeneralizableImplicitLeadership
Theories:AreAttributesofCharismatic/TransformationalLeadershipUniversallyEndorsed?LeadershipQuarterly10no.2(Summer1999),pp.219256.
Chapter8,NancyLangtonandStephenP.Robbins,
Consideration
Employee needs and concerns
Examples
Ohio Studies, Michigan Studies, Managerial Grid
Chapter8,NancyLangtonandStephenP.Robbins,
Thoughtful attention to
the needs of people for
satisfying relationships
leads to a comfortable,
friendly organization
atmosphere and work
tempo.
Adequate organizational
performance is possible through
balancing the necessity to get
out work with maintaining
morale of people at a
satisfactory level.
Work accomplishment is
from committed people
who have a common
stake in the
organizations purpose.
This leads to relationships
of trust and respect.
Middle-of-the-road management
5,5
Team management
9,9
Impoverished management
1,1
Authority-obedience
9,1
Efficiency in operations
results from arranging
conditions of work in such a
way that human elements
interfere to a minimum
degree.
Low 1
Low
High
Chapter8,NancyLangtonandStephenP.Robbins,
Source:Reprintedbypermissionof
HarvardBusinessReview.Basedon
anexhibitfromBreakthroughin
OrganizationDevelopment,byR.
R.Blake,J.S.Mouton,L.B.
Barnes,andL.E.Greiner
(NovemberDecember1964).
Copyright1964bythePresident
andFellowsofHarvardCollege;all
rightsreserved.
Chapter8,NancyLangtonandStephenP.Robbins,
Contingency or Situational
Leadership Theories
Stress the importance of considering the
context when examining leadership.
Chapter8,NancyLangtonandStephenP.Robbins,
Chapter8,NancyLangtonandStephenP.Robbins,
Task structure
Degree to which jobs are structured.
Position power
Degree to which leader has control over power: hiring,
firing, discipline, promotions, salary.
Chapter8,NancyLangtonandStephenP.Robbins,
Chapter8,NancyLangtonandStephenP.Robbins,
Relationship Behaviour
(High)
g
tin
pa
i
c
rti
Pa
Se
llin
g
S3
S2
ng
ati
g
le
De
S4
Te
llin
g
S1
(Low)
Task behaviour
(High)
Follower Readiness
R4
R3
Able and
willing
High
R2
Able and
unwilling/
apprehensive
Unable and
willing
Moderate
R1
Unable and
unwilling/
insecure
Low
Chapter8,NancyLangtonandStephenP.Robbins,
Chapter8,NancyLangtonandStephenP.Robbins,
Path-Goal Guidelines to Be An
Effective Leader
Determine the outcomes subordinates want.
e.g., good pay, job security, interesting work, and autonomy to
do ones job, etc.
Reward individuals with their desired outcomes when they
perform well.
Be clear with expectations.
Let individuals know what they need to do to receive rewards
(the path to the goal).
Remove barriers that prevent high performance.
Express confidence that individuals have the ability to perform
well.
Chapter8,NancyLangtonandStephenP.Robbins,
Supportive
Friendly and approachable, shows concern for
status, well-being, and needs of subordinates.
Chapter8,NancyLangtonandStephenP.Robbins,
Achievement-oriented
Sets challenging goals, expects subordinates to perform at
highest level, continuously seeks improvement in
performance, has confidence in highest motivations of
employees.
Chapter8,NancyLangtonandStephenP.Robbins,
Environmental
Task Structure
Formal Authority System
Work Group
Outcomes
Leader Behaviour
Directive
Achievement-oriented
Participative
Supportive
Performance
Satisfaction
Subordinate
Locus of control
Experience
Perceived ability
Chapter8,NancyLangtonandStephenP.Robbins,
Effect on Leadership
Experience/training
Professionalism
Indifference to rewards
Characteristics of Job
Highly structured task
Intrinsically satisfying
Characteristics of organization
Explicit formalized goals
Source:BasedonS.KerrandJ.M.Jermier,SubstitutesforLeadership:TheirMeaningandMeasurement,OrganizationalBehaviorand
HumanPerformance,December1978,p.378.
Chapter8,NancyLangtonandStephenP.Robbins,
Chapter8,NancyLangtonandStephenP.Robbins,
Transformational leaders
Leaders who inspire followers to go beyond their
own self-interests for the good of the
organization, and have a profound and
extraordinary effect on their followers.
Chapter8,NancyLangtonandStephenP.Robbins,
Chapter8,NancyLangtonandStephenP.Robbins,
Inspiration
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.
Source:B.M.Bass,FromTransactionaltoTransformationalLeadership:LearningtoSharetheVision,OrganizationalDynamics,Winter1990,p.22.Reprintedwith
permissionofthepublisher.AmericanManagementAssociation,NewYork.Allrightsreserved.
Chapter8,NancyLangtonandStephenP.Robbins,
Charismatic Leadership
Leadership that critically examines the status
quo with a view to developing and articulating
future strategic goals or vision for the
organization, and then leading organizational
members to achieve these goals through
empowerment strategies.
Chapter8,NancyLangtonandStephenP.Robbins,
Dispersed Leadership
Mentoring
Providing Team Leadership
Chapter8,NancyLangtonandStephenP.Robbins,
Mentoring
Many leaders create mentoring relationships.
A mentor is often a senior employee who sponsors and
supports a less-experienced employee (a protg).
The mentoring role includes:
Coaching
Counselling
Sponsorship
Chapter8,NancyLangtonandStephenP.Robbins,
Chapter8,NancyLangtonandStephenP.Robbins,
Team Leaders
Team leaders need to focus on two priorities:
Managing the teams external boundary
Facilitating the team process
Four specific roles:
Liaisons with external constituencies.
Troubleshooters
Conflict managers
Coaches
Chapter8,NancyLangtonandStephenP.Robbins,
Chapter8,NancyLangtonandStephenP.Robbins,
Issue focus
Freedom to focus on single issue, rather than
many issues.
Frontline information
Often closer to the people who have the
information.
Chapter8,NancyLangtonandStephenP.Robbins,
Chapter8,NancyLangtonandStephenP.Robbins,
Chapter8,NancyLangtonandStephenP.Robbins,
Chapter8,NancyLangtonandStephenP.Robbins,
Encourage participation
Share power and information
Attempt to enhance followers self-worth
Prefer to lead through inclusion
Chapter8,NancyLangtonandStephenP.Robbins,
Noneof the five studies set out to find gender differences. They stumbled on them
compiling and analyzing performance evaluations.
Skill (Each check mark denotes which group
MEN
scored higher on the respective studies)
WOMEN
Motivating Others
Fostering Communication
Producing High-Quality Work
Strategic Planning
Listening to Others
Analyzing Issues
*
*
*
Chapter8,NancyLangtonandStephenP.Robbins,
Chapter8,NancyLangtonandStephenP.Robbins,
Chapter8,NancyLangtonandStephenP.Robbins,
Chapter8,NancyLangtonandStephenP.Robbins,
OB at Work
Chapter8,NancyLangtonandStephenP.Robbins,
For Review
1. Trace the development of leadership research.
2. Describe the strengths and weaknesses of trait
theories of leadership.
3. What is the Managerial Grid? Contrast its approach
to leadership with the approaches of the Ohio State
and Michigan studies.
4. What are the contingency variables in the path-goal
theory?
5. When might leaders be irrelevant?
Chapter8,NancyLangtonandStephenP.Robbins,
For Review
6. What characteristics define an effective follower?
7. What are the differences among transactional and
transformational leadership?
8. Describe the strengths and weaknesses of a
charismatic leader.
9. What is moral leadership?
10. Why do you think effective female and male
managers often exhibit similar traits and behaviours?
Chapter8,NancyLangtonandStephenP.Robbins,
Chapter8,NancyLangtonandStephenP.Robbins,
Chapter8,NancyLangtonandStephenP.Robbins,