Advance Organizational Behaviour

(AY2021 Spring Semester)

Dr Rebecca Chunghee Kim

SESSION 7-8:
LEADERSHIP and
MANAGING CHANGE
 Happy Thursday!
Today’s class is all about LEADERSHIP.
1st Question:
What is LEADERSHIP?
White House anger over Samsung tweets of Obama selfie. (BBC News, 4th April, 2014)
http://www.bbc.com/news/world-us-canada-26879342
 What is leadership?
There are many ways of looking at leadership and many interpretation of
its meaning. Such as:

• Getting others follow

• Getting other people to do willingly

• The use of authority in decision making

• Attributes of position or because of personal knowledge and wisdom

• Function of personality / behavioural category

• The role of the leaders and their ability to achieve effective performance from
others

• And so on.

More than 400 definitions of leadership (Crainer, 1995)

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 Leadership

It is difficult generalize about leadership, but

essentially it is a relationship through which
one person influences the behaviour or
actions of other people.

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 Style of Leadership

Leadership style is the way in which the

functions of leadership are carried out, the way
in which the manager typically behaves towards
members of the group.

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McGregor’s assumption about people at work

Theory Y
• Optimistic about other people’s motivations and capacities.
• Workers are assumed to be self-directed, to take initiatives and
to work well without external control.

Theory X
• Pessimistic, suspicion of peers and subordinates, and of
negotiation partners
• Workers are assumed to be lazy, to need close supervision.

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 Broad classification of leadership styles

• The authoritarian (or autocratic) style

• The democratic style

• A laissez-faire (genuine) style

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Contingency Theories
of Leadership

(Situational Approach)
 Favorability of leadership situation

Three variables
1)Leader-member relations
2)The task structure
3)Position power 15
 Quality and acceptance of leader’s decision

Three consideration
1)Decision quality, or rationality, is the effect that decision has on
group’s performance.
2)Decision acceptance refers to the motivation and commitment
of group members in implementing the decision.
3)The amount of time required to make a decision. 16
Path-goal theory holds that subordinates will see leadership behaviour as a
motivating influence to the extent that it means:
•Satisfaction of their needs is dependent upon effective performance; and
•the necessary direction, guidance, training and support, which would otherwise be
lacking, is provided.
Leader should ask followers
to CHANGE.
I do not want to CHANGE!

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“Innovation needs to be a Reiwa goal”

Japanese firms have essentially failed to

produce any innovative products during the past
30 years of Heisei. Why were no unicorns (such
as Google, Amazon, Facebook and Apple born
in Japan during the 30 years of Heisei? Japan
has passed the stage where its manufacturing
industry played the game of catching up with
others — and reached a stage in which it needs
to produce new added value and services.
However, the nation suffers from a sheer lack
of human resources capable of producing
new thinking and ideas needed for that.
University students attend a job fair in
Tokyo. As long as the education system
(Haruaki Deguchi President of Ritsumeikan Asia Pacific focuses on cultivating cooperativeness
University, The Japan Times, April 18 2019) and obedience, Japan will not be able to
foster people who can breed new ideas
and launch new industries.
BLOOMBERG
iMac, iPod, iPhone, iPad…
 "Change everything
except your wife and kids."
(Lee Kun-hee, the late Chairman of Samsung Electronics)

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 Resistance to change: individual

Individual resistance can arise from:

• Selective perception (biased view?)

• Habit (As a means of comfort and security)
• Inconvenience or loss of freedom
• Economic implications
• Security in the past (e.g. bureaucratic organisations)
• Fear of the unknown (e.g. introduction of new
technology or methods of working).
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Resistance to change: organisational

Organisational resistance can arise from:

• Organisational culture
• Maintaining stability (especially large-scale ones)
• Investment in resources (e.g., environment-
friendly car)
• Past contracts or agreements (e.g., government)
• Threats to power or influence (territorial right).

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 Is there anything that leaders
can do about resistance to change?

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 Actions to secure
successful and sustainable change
1. Create a sense of urgency among relevant people
2. Build a guiding team which has credibility
3. Create visions that are sensible, clear and uplifting
4. Communicate the vision and strategy to induce
understanding and commitment
5. Empower action and remove obstacles
6. Produce short-term wins
7. Do not let up but maintain momentum
8. Make change stick by nurturing a new culture

(Kotter and Cohen, 2002)

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 Effective change leadership
Effective leadership of change may
include the following key factors:

• Effective communication of the reasons for

change
• Releasing the potential of all involved in the
change
• Setting a good personal example
• Self-pacing to avoid unnecessary stress.

(Hooper and Potter, 1999)

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Good Leadership Is About
Communication “Why”

(Duarte, Harvard Business Review. May 2020)

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 Group Discussion
What kind of leadership (or leadership
skills) is necessary in times of crisis?

• Remember: answer honestly – there is no right and wrong answers.

• 20 minutes for the group discussion.

• Let’s share your main points in the virtual classroom.

• Please submit the discussion of your group (1-2 pages) into manaba
system by 2:00pm today.
**Replacement of today’s contribution check.
**ALL students’ name and student’s number should be included.

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Inclusive Leadership in the New Era of Capitalism:
Lessons from a Pandemic
 Beyond
the Debate!?

(July 25th 2020)

“The impact of COVID-19 has left the stock market out of alignment with
the world’s real economy. In fact it’s broken.”
says Nada Kakabadse, Professor of Policy, Governance and Ethics
at Henley Business School, and Dr Kirill Perchanok, investor and author.
No. Problems of
Capitalism

Greed is Good
1
Capitalism

New Era of Capitalism

Quarterly
2
Capitalism New
Inclusive Leadership
Pandemic ?
Elitist
3 Capitalism

Volume-oriented
4
Capitalism

5 On-pattern
Capitalism
Four Pillars of New Inclusive Leadership
in the Crisis

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 I. Listening

• Global political leaders use data and statistics as a cover

to abuse and keep their leadership and authority.
(Boot, 2020; Bermingham, 2020; Rourke and Kuo, 2020)

• Inclusive listening to data / scientist / doctors /

exports / people
• And give right information and make people trust
e.g.) wearing face mask, social distancing, remote work…
• It’s not about resource – how leaders and
peoples are ready to understand and listen to.

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 II. Calmness

• In this Covid-19 era, we observe that leaders are more

vulnerable than followers.
• In the crisis, people want to see leaders’ calmness and
know what’s exactly going on.
-> It makes followers stay calm and motivated
• How CEOs Can Support Employee Mental Health in a
Crisis (Smith, Harvard Business Review, 2020)
1) Open the door
2) Demonstrate supportive listening
3) Be consistent
4) Keep a constant pulse
5) Communicate available resources
• How to Keep your Team Motivated,
Remotely
(McGregor & Doshi, Harvard Business Review, 2020)
 III. Decisiveness

• Decisive leaders are:

- responsible and accountable
- confident
- slow to change their mind, once they reach
a decision (Business News Daily, 2020)
• Major outbreaks continue in large
parts of the world, and public
health containment and
suppression approaches are not
yet decisive in many major
economies.
(Sustainable Development Report 2020
The Sustainable Development Goals and Covid-19)
 IV. Human-centered

• Covid-19 will end the golden age of inhumane

leadership.

• One of the most prominent storylines in the Covid-19

crisis is about the various victims.

• Businesses can and must play a critical role in helping

those and other people survive the current crisis.

• A time to lead with purpose and humanity

(Joly, Harvard Business Review, 2020)
Big threats for human existence

Covid-19 patients being discharged from a hospital | ANI

 Preliminary Research Framework
No. Problems of
Capitalism
New Era of Capitalism
Greed is Good
1
Capitalism Four pillars of New
Inclusive Leadership in
a Crisis
Quarterly
2
Capitalism
Listening
Pandemic
Elitist Calmness
3 Capitalism Decisiveness
Human-centered
Volume-oriented
4
Capitalism

5 On-pattern
Capitalism
 Question for Critical Reflection 4
1) Are the west-inspired theories on leadership relevant in Asia (or in
my country)?
2) Is there a need to develop leadership theories specific for Asia?
3) Is there a need to develop leadership theories specific for the crisis
time (e.g., COVID-19 pandemic era)?
4) Are there existing theories on leadership in MY COUNTRY, which
have not received much attention or have not acknowledged so far?
Please choose ONE QUESTION and critically discuss.

• Please write not more than 700 words.

• It should be based on the lecture and offer evidence of your further
study. I seek and value your contribution: both academically in
advancing a sound argument, or a fresh perspective regarding a
chosen topic; and your demonstrated ability to draw lessons from
them.
• Deadline for submission: 12th of May (Wed) 2021, 23:55PM
** No late submission allowed. **
• You should submit through manaba system (NO e-mail submission).
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