Lesson 10_Leadership in Organization

Lesson10LeadershipinOrganizationLearningObjectivesTheconceptsofleadershipLeadershipeffectivenessContemporaryissuesinleadershipLeadershipinChinaLeadershipCompetencies1TheConceptofLeadershipLeaderAnindividualwithinagrouporanorganizationwhowieldsthemostinfluenceoverothers.LeadershipTheabilitytoinfluenceagrouptowardtheachievementofavisionorsetofgoals.Theprocesswherebyoneindividualinfluencesothergroupmemberstowardtheattainmentofdefinedgroupororganizationalgoals.MANAGERSDothingsrightStatusquoShort-termMeansBuildersProblemsolvingLEADERSDotherightthingChangeLong-termEndsArchitectsInspiring&motivating1.1LeaderVs.ManagerEfficiency&EffectivenessinManagementResourceUsageGoalAttainmentManagementStrivesFor:Lowresourcewaste(highefficiency)Highgoalattainment(higheffectiveness)Efficiency(Means)Effectiveness(Ends)LowWasteHighAttainmentLeaderVs.ManagerQualitiesSoulVisionaryPassionateCreativeFlexibleInspiringCourageousImaginativeExperimentalInitiatesChangePersonalPowerMindConsultingRationalPersistentStructuredProblemSolvingTough-MindedAnalyticalDeliberateStabilizingAuthoritative,PositionPowerLeaderManager1.2Leadership&FollowershipLeadership-theprocesswherebyoneindividualinfluencesothergroupmemberstowardtheattainmentofdefinedgroupororganizationalgoals.Formalleadership-theofficiallysanctionedleadershipbasedontheauthorityofaformalpositionInformalleadership-theunofficialleadershipaccordedtoapersonbyothermembersoftheorganizationFollowership-theprocessofbeingguided&directedbyaleaderintheworkenvironmentLeadership&FollowershipBeforeyoucanlead,youhavetolearntofollow.EffectivefollowersSelf-ManagementCommittedtosomethingbiggerthanthemselvesWorktowardcompetency,solutionandapositiveimpactCourageous,honestandcredibleTwo-DimensionalModelofFollowership1.3PowerPowerTheabilityorpotentialofanagenttoalteratarget’sbehavior,intentions,attitudes,beliefs,emotions,orvalues(French&Raven,1959).Theinferredpotentialofoneperson(theagent)tocauseanotherperson(thetarget)toactinaccordancewiththeagent’swishes.(Hinkin&Schriesheim,1990)BasesofPowerFormalpower/PositionpowerCoercivepowerRewardpowerLegitimatepowerPersonalpowerExpertpowerReferentpower1.4InfluencetacticsInfluencetacticsRefertohowpeopleusepowertoinfluencetheircolleaguesorsuperiors.(Kipnisetal.,1980)Thetypeofbehavioroneperson(the‘agent’)usestoinfluencetheattitudesorbehaviorofanotherperson(the‘target’)iscalledaninfluencetactic.(Yukletal.,2005)ProactiveTactics(Yukl&Chavez,2002)RationalPersuasionApprisingInspirationalAppealsConsultationCollaborationIngratiationPersonalAppealsExchangeCoalitionTacticsLegitimatingTacticsPressure2LeadershipEffectivenessPerformance(thejobgetsdone)Motivation(followersareenergized)Effort(followerstryhard)Satisfaction(followersarehappy)2.1TraitTheoriesofLeadershipTraittheoriesofleadership/GreatpersontheoryTheoriesthatconsiderpersonalqualitiesandcharacteristicsthatdifferentiateleadersfromnonleaders,andtheleaderspossessspecialtraitswhichareresponsiblefortheirassumingpositionsofpowerandauthority.CharacteristicsofSuccessfulLeadersTraitDescriptionDriveDesireforachievement,ambition,tenacityHonesty&integrityTrustworthy,reliable,andopenMotivationDesiretoinfluenceotherstoreachsharegoalsSelf-confidenceTrustintheirabilitiesCognitiveabilityIntelligence;abilitytointegrateinformationKnowledgeofthebusinessKnowledgeofindustryandrelevanttechnicalmattersCreativityCapacitytocomeupwithoriginalideasFlexibilityAdapttoneedsoffollowerandsituationContemporaryTraitTheoriesThebigfivepersonalityframeworkExtraversionisthemostimportanttraitofeffectiveleaders,andconscientiousnessandopennesstoexperiencefollow.EmotionalintelligenceframeworkEmpatheticleaderscansenseothers’needs,listentowhatfollowersay,andareabletoreadthereactionsofothers.2.2BehavioralTheoriesofLeadershipBehavioraltheoriesofleadershipTheoriesproposingthatspecificbehaviorsdifferentiateleadersfromnonleaders.EmphasisisthattheindividualcanbetaughtcertainbehavioralcharacteristicstomakethemaleaderTheIowaLeadershipStudiesAutocraticleadershipstyleAstyleofleadershipinwhichtheleadermakesalldecisionsunilaterally.DemocraticleadershipstyleEncouragesdecisionmakingfromdifferentperspectivesLaissez-Faireleadershipstyle“Letitbe”–theleadershipresponsibilitiesaresharedbyallOhioStateUniversitystudiesOhioStateUniversitystudiesInitiatingstructure:todefine&structurehisorherroleandthoseofsubordinatesinthesearchforgoalattainment.Consideration:tohavejobrelationshipscharacterizedbymutualtrust,respectforsubordinate’sidea,andregardfortheirfeelings.UniversityofMichiganStudiesUniversityofMichiganStudiesEmployee-OrientedLeader:Emphasizinginterpersonalrelations;takeapersonalinterestintheneedsofemployees,andacceptingindividualdifferencesamongmembers.Production-OrientedLeader:emphasizingtechnicalortaskaspectsofthejob.ManagerialGridManagerialGridortheleadershipgrid,agraphicportrayalofatwo-dimensionalviewofleadershipstylewasdevelopedbyBlakeandMouton,whichshowthedominatingfactorsinaleader’sthink