contemparary issues-leadership 2

8/12/2019 Contemparary Issues-Leadership 2

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ORGANISATIONAL BEHAVIORII

A PRESENTATION BY GROUP6

Mohit Gupta

Spriha Singh

Swarnima Singh

Swati Rani

Soumya Tripathi

CONTEMPOR RYLE DERSHIPISSUES

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efore you are a leader, success is all aboutgrowing yourself. When you become a leadersuccess is all about growing others.Jack Welch

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CHARISMATICLEADERSHIP

Houses Charismatic Leadership Theory:

Followers make attributions of heroic or

extraordinary Leadership abilities when they

observe certain behaviors.

Four characteristics of charismatic leaders:

Have a vision.

Are willing to take personal risks to achieve the

vision.

Are sensitive to follower needs.

Exhibit behaviors that are out of the ordinary.

Traits and personality are related to charisma

People can be trained to exhibit charismatic

behaviors.


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HOWCHARISMATICLEADERSINFLUENCE

FOLLOWERS

A four-step process:1. Leader articulates an

attractive vision Vision Statement:

A formal, long-term strategy to attain goals

Links past, present, and future

2.Leader communicates high performanceexpectations and confidence in follower ability

3.Leader conveys a new set of values by setting an

example

4.Leader engages in emotion-inducing and oftenunconventional behavior to demonstrateconvictions about the vision


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CHARISMATICLEADERSHIP

ISSUES

Importance of vision

Must be inspirational, value-centered, realizable,

and given with superior imagery and articulation

Charismatic effectiveness and situation

Charisma works best when:

The followers task has an ideological component.

There is a lot of stress and uncertainty in the

environment

The leader is at the upper level of the organization

Followers have low self-esteem and self-worth

Dark Side of Charisma

Ego-driven charismatics allow their self-interest

and personal goals to override the organizations

goals


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TRANSFORMATIONALVS. CHARISMATIC

LEADERSHIP

Similar concepts, but transformational leadership may

be considered a broader concept than charismatic.

Instrument-based testing shows the measures to beroughly equivalent .

The purely charismatic may want followers to adopt the

charismatics world view & go no further but

transformational will attempt to instill the ability toquestion established views by the leader even.


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AUTHENTICLEADERSHIP:

ETHICSANDTRUST

Authentic Leaders:

Ethical people who know who they are, know

what they believe in and value, and act on

those values and beliefs openly and candidly Primary quality is trust

Build trust by:

Sharing information

Encouraging open communication

Sticking to their ideals

Still a new topic; needs more research.


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CONSEQUENCESOFTRUST

Trust encourage taking risk.

Trust facilitates information sharing.

Trusting groups are more effective.

Trust enhance productivity.


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CONTEMPORARYLEADERSHIPROLES:

MENTORING

Mentor:

A senior employee who sponsors and supports a less-experienced employee (a protg)

Good teachers present ideas clearly, listen, and

empathize Two functions:

Career

Coaching, assisting, sponsoring

Psychosocial

Counseling, sharing, acting as a role model

Can be formal or informal

Mentors tend to select protgs who are similar tothem in background: may restrict minorities andwomen


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CONTEMPORARYLEADERSHIP

ROLES: SELF-LEADERSHIP

Self-Leadership

A set of processes through which

individuals control their own behavior

Effective leaders (super leaders) helpfollowers to lead themselves

Important in self-managed teams

To engage in self-leadership:

Make a mental chart of your peers and

colleagues

Focus on influence and not on control

Create opportunities; do not wait for them


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SUMMARYANDMANAGERIAL

IMPLICATIONS

Companies are looking for transformational

leaderseven if they only look the part

Transformational style crosses borders

reasonably well

Effective managers must build trust with those

they lead

Leadership selection and training are important

to long-term success

Source-OB, page 373


15/15THANK YOU14

contemparary issues-leadership 2

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