MOB 7 Leadership

8/2/2019 MOB 7 Leadership

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Leadership

101. MANAGEMENT &

ORGANISATIONAL THEORY

Reference Notes for ExecutiveMBA - Academy of Management


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Defining Leadership

The use of influence to achieve goals



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e tra t perspect ve oleadership

The Great Man approach Traits = distinguishing personal characteristics

that are generally not mutable (changeable) Weak but consistent support for a variety of leadership

traitsSelf-confidence Honesty/IntegrityEnergy Need for achievementIntelligence DominanceEmotional stability Motivation to lead



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Ohio State studies ofleadership

Two key dimensions were related toleadership

Consideration the extent to which the leader isapproachable and shows personal concern forsubordinates

and Initiating structure the extent to which the

leader is task oriented and directs the grouptoward goal attainment



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Fiedlers Contingency Theory

Leader motivationo Relationship oriented - high LPC scoreo Task oriented - low LPC score

Situational conditionso Leader-member relations favourable when there is support,

trust, and cooperationo Task structure favourable when there is high task structure:

clear goals, procedures, and objective measures ofperformance

o

Position power favourable when supported by theorganization hierarchy



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Fiedlers Contingency Theory

Taskstructure

Positionpower

Effectiveleaderorientation

Leader-memberrelations

Favourableness



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Path-Goal Theory

Leader behaviour types1.Directive behaviour schedules work, sets

performance standards, gives direction2.Supportive behaviour friendly, approachable,

expresses concern3.Participative behaviour uses consultativeprocesses, shares work problems, considerssuggestions

4.Achievement oriented demanding and

supportive, seeks continual improvement



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Path-Goal Theory

Subordinate characteristicso Locus of controlo Self-confidence- subordinate perception of their

abilities skills and experience Situational characteristics

o Task structure clear and routine versuschallenging and ambiguous

o Team dynamics- work group norms and influence



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Participative Leadership Model

Purpose: To motivate increases enrichment and autonomy To increase acceptance of the decision in issues of

fairness or change To create quality adds more information into the

problem solving



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Participative Model

Downsides Time and energy involves a slower process

and less experienced participants Lack or receptivity or knowledge not

everyone is interested or skilled enough Organizational climate or leader attributes

the organization or leader may not bepredisposed to use participatory methods



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Participative LeadershipTheory

Four key considerations:1. Quality requirement can the decision turn out

badly; are all options equal in quality (is one option

really just as good as any other)2. Commitment/Acceptance decision - will employeesbe committed enough to the decision to implement itproperly

3. How cohesive is the group does everyone

cooperate or is there conflict among group membersor between group and leader

4. Time availability how efficiently must the decisionbe made



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leader participation contingency variables

QR Quality Requirementis the technical quality of this decisionimportant

LI Leader information does the leader have sufficient information tocreate a high quality decision

ST Problem Structure is the problem well structure CR (AR) Commitment/Acceptance Requirement- is subordinate

commitment to the decision important CP (AP) Commitment/Acceptance Probability if you made the

decision yourself, is it reasonably certain that subordinates would becommitted to the decision

GC Goal Congruence Do subordinates share the organizational goalsto be attained by solving this problem

CO Subordinate Conflict Is conflict among subordinates likely in thepreferred solution

SI Subordinate Information Do subordinates have sufficientinformation to make a high quality decision



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leader participationcontingency variables

Added considerations:TC Time Constraint Is there a time constraint

that limits your ability to involve subordinatesMD Motivation Development Is it important tomaximize the opportunities for subordinate

development



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Participative Leadership

Issues: Not all subordinates are equally skilled or

interested

Not all managers are equally skilled or interested Not all organizational cultures support flexible

decision styles



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Leader-Member Exchange(LMX)

Examines the dyadic relationship betweenleaders and followers.

In-group members versus out-group

members based upon compatibility In-group members do extra things for the

leader, perform beyond the requirements

of the job and the leader in turn givesrewards beyond those allotted to out-group members



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Transactional Leaders

Power is derived through our acceptance oforganizational structures and hierarchy

Through the ability to reward and punish The leader clears and defines the pathway so

that followers know what is expected Takes into consideration followers needs



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Transformational leaders

Influence comes from followeracceptance of values and vision which

guide all decisions and behaviours

Transformational Leaders:o Intellectually stimulate followerso Give individualized considerationo Are charismatic



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Neutralizers of leadership

People oriented Task orientedleadership leadership

-Knowledgeable, experienced subordinates x-Subordinates with high need for independence x x-Professional subordinates x x-Subordinates indifferent to organizational rewards x x-Subordinates doing routine or standardized work x-Task has built in feedback x-Task is intrinsically satisfying x-Organization is highly formalized (written rules) x-Work group is cohesive x x-Rewards cannot be affected by the supervisor x x-Large distance between supervisor and subordinate x x


Wh h


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What are theneutralizers/substitutes

Julian is an extremely experienced salesperson of sophisticated electronicequipment. He has a M.Sc. in electricalengineering and is on the road 11 monthsof the year. He really enjoys his job and

likes the commissions he receives.


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