Organizational Behavior:

Leadership
Gholipour A. 2006. Organizational Behavior. University of Tehran.

Managers and Leaders

1. Administers 2. A copy 3. Maintains 4. Focuses on system and structure 5. Relies on control 6. Short-range view 1. Innovates 2. An original 3. Develops 4. Focuses on people 5. Inspires trust 6. Long-range perspective

7. Asks how and when

8. Eye on the bottom line 9. Imitates 10. Accepts the status quo 11. Classic good soldier 12. Does things right

7. Asks what and why

8. Eye on horizon 9. Originates 10. Challenges the status quo 11. Own person 12. Does the right thing

Gholipour A. 2006. Organizational Behavior. University of Tehran.

1- Trait Perspective

5-Romance Perspective

Leadership Perspectives

2-Behavior Perspective

4-Transformational Perspective

3-Contingency Perspective

Gholipour A. 2006. Organizational Behavior. University of Tehran.

1- Trait Perspective
Leadership Traits: represent the personal characteristics that
differentiate leaders from followers. Historic findings reveal that leaders and followers vary by - intelligence (Emotional intelligence) - dominance - self-confidence - level of energy and activity (Drive and Leadership motivation) - task-relevant knowledge - Honesty and Integrity

Contemporary findings show that - people tend to perceive that someone is a leader when he or she exhibits traits associated with intelligence, masculinity, and dominance - people want their leaders to be credible - credible leaders are honest, forward-looking, inspiring, and competent

Gholipour A. 2006. Organizational Behavior. University of Tehran.

1- Trait Perspective
Gender and leadership
men were seen as displaying more overall and task leadership and women were perceived as displaying more social leadership. - women used a more democratic or participative style than men, and men used a more autocratic and directive style than women - men and women were equally assertive - women executives, when rated by their peers, managers and direct reports, scored higher than their male counterparts on a variety of effectiveness criteria Past evidence that women rated less favorably than equivalent male leaders due to stereotyping Recent evidence that women rated more favorably than men, particularly on emerging leadership styles (coaching, participating)
Gholipour A. 2006. Organizational Behavior. University of Tehran.

2 - Behavior Perspective

1. Authoritarian 2. Democratic 3. Laissez-faire

The Iowa Leadership Studies

Ohio State Studies identified two critical dimensions of leader behavior. 1. Consideration: creating mutual respect and trust with followers 2. Initiating Structure: organizing and defining what group members should be doing

University of Michigan Studies identified two leadership styles that were similar to the Ohio State studies - one style was employee centered - and the other was job centered

Blake and Moutons Managerial Grid represents four leadership styles found by crossing concern for production and concern for people

Gholipour A. 2006. Organizational Behavior. University of Tehran.

2 - Behavior Perspective
People-oriented Behaviors
Showing mutual trust and respect Concern for employee needs Desire to look out for employee welfare

Task-oriented Behaviors
Assign specific tasks Ensure employees follow rules Push employees to reach peak performance

Gholipour A. 2006. Organizational Behavior. University of Tehran.

The Managerial Grid

1 2
Concern for People (1,9) (9,9)

3 4 5
(5,5)

6
7 8

(1,1)

(9,1)

Concern for Production

Gholipour A. 2006. Organizational Behavior. University of Tehran.

3 - Contingency Perspective
Fiedlers Contingency Model

The Path-Goal Theory

H. & B. Situational Leadership Theory

Gholipour A. 2006. Organizational Behavior. University of Tehran.

Findings of the Feidler Model

High
People-Oriented Task-Oriented

Low Favorable Category Leader-Member Relations Task Structure Position Power I II Moderate Unfavorable V Poor High Strong VI Poor High Weak VII Poor Low Strong VII Poor Low Weak III Good Low Strong IV Good High Weak

Performance

Good
High Strong

Good
High Weak

Gholipour A. 2006. Organizational Behavior. University of Tehran.

Houses Path-Goal Theory

Employee Characteristics - Locus of control - Task ability - Need for achievement - Experience - Need for clarity Leadership Styles Directive Supportive Participative Achievement oriented

Employee Attitudes and Behavior - Job satisfaction - Acceptance of leader - Motivation

Environmental Factors - Employees task - Authority system - Work group

Gholipour A. 2006. Organizational Behavior. University of Tehran.

Path-Goal Contingencies
Employee Contingencies Skill/Experience Locus of Control
Directive Supportive Participative Achievement low external low external high internal high internal

Environmental Contingencies
Task Structure Team Dynamics

Directive Supportive Participative Achievement

nonroutine ve norms routine low cohesion nonroutine +ve norms ? ?

Gholipour A. 2006. Organizational Behavior. University of Tehran.

Hersey and Blanchards Situational Leadership Theory

Leader Behavior High

Relationship Behavior (supportive behavior)

Participating S3 Share ideas and facilitate in decision making Delegating S4 Turn over responsibility for decisions and implementation
Low High R4

Selling S2 Explain decisions and provide opportunity for clarification Telling S1 Provide specific instructions and closely supervise performance
High Low R1

Low

Task Behavior Follower Readiness Moderate R3 R2 Follower-Directed

Leader-Directed

Gholipour A. 2006. Organizational Behavior. University of Tehran.

Leader Participation Model

Employee Involvement Continuum
Increased Leader Control

Increased Employee Involvement

Gholipour A. 2006. Organizational Behavior. University of Tehran.

Contingency Variables in the Revised Leader-

Participation Model
1. Importance of the decision. 2. Importance of subordinate commitment to the decision. 3. Whether leader has enough information to make a decision. 4. How well-structured the problem is. 5. Whether autocratic decisions would be supported by subordinates. 6. Whether subordinates buy into the organizations goals. 7. Whether subordinates disagree over solution alternatives. 8. Whether subordinates know enough to make a good decision. 9. Time constraints that may limit the involvement of subordinates.

10. Cost justification for gathering geographically dispersed subordinates.

11. Importance of minimizing the time it takes to make a decision. 12. Importance of participation to developing decision-making skills.
Gholipour A. 2006. Organizational Behavior. University of Tehran.

4 - Transformational Perspective
Transformational leaders Leading -- changing the organization to fit the environment Develop, communicate, enact a vision

Transactional leaders Managing -- linking job performance to rewards Ensure employees have necessary resources Apply contingency leadership theories
.

Gholipour A. 2006. Organizational Behavior. University of Tehran.

Transformational Leadership Elements

Building Commitment

Creating a Vision

Transformational Leadership
Modeling the Vision Communicating the Vision

Gholipour A. 2006. Organizational Behavior. University of Tehran.

Visionary Leadership
Express the Vision Extend the Vision

Live the Vision

Gholipour A. 2006. Organizational Behavior. University of Tehran.

Self-confidence

Extraordinary behavior

A compelling vision

Charismatic Leadership
Image as a change agent Strong convictions

Gholipour A. 2006. Organizational Behavior. University of Tehran.

Type of Charismatic Leadership Styles

1.Envisioning 2.Energizing 3.Enabling

Gholipour A. 2006. Organizational Behavior. University of Tehran.

Transactional versus Charismatic Leadership

Charismatic Leadership: emphasizes

symbolic leader behavior that transforms employees to pursue organizational goals over selfinterests
use visionary and inspirational messages rely on non-verbal communication appeal to ideological values attempt to intellectually stimulate employees display confidence in self and followers set high performance expectations
Gholipour A. 2006. Organizational Behavior. University of Tehran.

Charismatic Leaders

Charismatic Model of Leadership

Organizational Culture
Adaptive

Leader behavior
Leader establishes a vision
Leader establishes high performance expectations and displays confidence in him/herself and the collective ability to realize the vision Leader models the desired values, traits, beliefs, and behaviors needed to realize the vision

Effects on followers and work groups

Increased intrinsic motivation, achievement orientation, and goal pursuit Increased identification with the leader and the collective interests of organizational members Increased cohesion among workgroup members Increased self-esteem, self-efficacy, and intrinsic interests in goal accomplishment Increased role modeling of charismatic leadership

Outcomes
Personal commitment to leader and vision
Self-sacrificial behavior

Organizational commitment
Task meaningfulness and satisfaction

Increased individual group, and organizational performance

Gholipour A. 2006. Organizational Behavior. University of Tehran.

The Leader-Member Exchange (LMX Model)

This model is based on the idea that one of two distinct types of leader-member exchange relationships evolve, and these exchanges are related to important work outcomes. - in-group exchange: a partnership characterized by mutual trust, respect and liking - out-group exchange: a partnership characterized by a lack of mutual trust, respect and liking Research supports this model

Gholipour A. 2006. Organizational Behavior. University of Tehran.

Substitutes for Leadership

Substitutes for leadership represent situational
variables that can substitute for, neutralize, or enhance the effects of leadership. Conditions that limit a leaders influence or make a particular leadership style unnecessary. Research shows that substitutes for leadership directly influence employee attitudes and performance. Examples:
Training and experience replace directive leadership Cohesive team replaces supportive leadership Self-leadership replaces achievement-oriented leadership

Gholipour A. 2006. Organizational Behavior. University of Tehran.

Workers That Are Experienced or Highly-Trained

Jobs That Are Unambiguous or Highly Satisfying

Is Leadership Always Relevant?

Workgroups That Are Cohesive

Goals That Are Formalized or Rules That Are Rigid

Gholipour A. 2006. Organizational Behavior. University of Tehran.

Substitutes for Leadership

RelationshipOriented or Considerate Leader Behavior is Unnecessary Task-Oriented or Initiating Structure Leader Behavior is Unnecessary

Characteristic

Of the Subordinate
1. Ability, experience, training, knowledge X

2. Need for Independence

3. Professional orientation 4. Indifference toward organizational rewards

X
X X

X
X X

Of the Task
5. Unambiguous and Routine
6. Methodically invariant 7. Provides its own feedback concerning accomplishment 8. Intrinsically satisfying. X

X
X X

Gholipour A. 2006. Organizational Behavior. University of Tehran.

Substitutes for Leadership (cont)

RelationshipOriented or Considerate Leader Behavior is Unnecessary Task-Oriented or Initiating Structure Leader Behavior is Unnecessary

Characteristic

Of the Organization
9. Formalization (explicit plans, goals, and areas of responsibility) 10. Inflexibility (rigid, unbending rules and procedures) 11. Highly specified and active advisory and staff functions 12. Closely knit, cohesive work groups 13. Organizational rewards not with the leaders control 14. Spatial distance between superior and subordinate X X X X

X X X X X

Gholipour A. 2006. Organizational Behavior. University of Tehran.

Servant and Superleadership

Servant Leadership represents a philosophy in which leaders focus on increased service to others rather than to oneself. A superleader is someone who leads others to lead themselves by developing employees selfmanagement skills. Superleaders attempt to increase employees feelings of personal control and intrinsic motivation.

Gholipour A. 2006. Organizational Behavior. University of Tehran.

Characteristics of the Servant-Leader

1. Listening 2. Empathy
Servant-leaders focus on listening to identify and clarify the needs and desires of a group. Servant-leaders try to empathize with others feelings and emotion. An individuals good intentions are assumed even when he or she performs poorly. Servant-leaders strive to make themselves and others whole in the face of failure or suffering. Servant-leaders are very self-aware or their strengths and limitations.

3. Healing 4. Awareness

Gholipour A. 2006. Organizational Behavior. University of Tehran.

Characteristics of the Servant-Leader (continued)

5. Persuasion 6. Conceptualization
Servant-leaders rely more on persuasion than positional authority when making decisions and trying to influence others. Servant-leaders take the time and effort to develop broader based conceptual thinking. Servant-leaders seek an appropriate balance between a shortterm, day-to-day focus and a long-term, conceptual orientation. Servant-leaders have the ability to foresee future outcomes associated with a current course of action or situation.

7. Foresight

Gholipour A. 2006. Organizational Behavior. University of Tehran.

Characteristics of the Servant-Leader (continued)

8. Stewardship
9. Commitment to Servant-leaders assume that they are stewards of the people and resources they manage. Servant-leaders are committed to people beyond their immediate work role. They commit to fostering an environment that encourages personal, professional, and spiritual growth. Servant-leaders strive to create a sense of community both within and outside the work organization.

the growth of people

10. Building Community

Gholipour A. 2006. Organizational Behavior. University of Tehran.

What Is Trust?
Integrity: honesty and truthfulness Competence: knowledge and skill Consistency: reliability and predictability Loyalty: willingness to protect

Openness: give full true

Gholipour A. 2006. Organizational Behavior. University of Tehran.

Three Types of Trust

Deterrence Based Knowledge Based Identification Based

Gholipour A. 2006. Organizational Behavior. University of Tehran.

Building Trust
1. Practice Openness 2. Promote Fairness 3. Express Feelings 4. Keep Confidences 5. Be Consistent 6. Keep Promises 7. Tell the Truth

8. Show Competence

Gholipour A. 2006. Organizational Behavior. University of Tehran.

Authentic Leadership
1. 2. 3. 4. 5. 6. Confident Hopeful Optimistic Resilient Transparent Moral / ethical

7.
8.

Future oriented
Associate building
Gholipour A. 2006. Organizational Behavior. University of Tehran.