leadership.7

8/12/2019 Leadership.7

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The Organizational Level:

Leadership



Leadership

Why are leaders fascinating?

• they are powerful

• are potential liabilities

• motivate people to accomplish projects

• act as role models

Leadership – the ability of individuals to influence,motivate, and enable others to contribute toeffectiveness and success of their organization (André,2008)



Leadership: Theories

• Path-goal theory (House, 1971)

- leaders motivate by personal payoff and making the paths towardthem

- recent perspectives – people are motivated by enhancing their self-esteem and having faith in a better future (Shamir, House & Arthur,

1993)

• Work unit leadership theory (Fiedler, 1967; House, 1996)

- leaders should analyze factors in their work unit and act accordingly;compensate for deficiencies

- when leader has no ctrl – they must offer structure- when leader has a lot of ctrl –simply telling subordinates what to do

- when leader has moderate ctrl – they must offer consideration



Leadership: Theories

• Leader – member exchange theory (Gerstner & Day, 1997)

- the quality of the supervisor-subordinate relationship tells uswhether a leader will lead successfully

Depends on:

- internal locus of ctrl of the employee

- how much effort the parties put into developing the relationship

- whether they intend to develop a relationship in the future

Pay attention to:- mutual affection

- loyalty

- professional respect



What should a leader do?

• Clarifying subordinates’ paths to accomplishing a goal

• Stressing pride in subordinate’s work

•

Work-facilitation (planning, scheduling, coordinating, coaching)

• Providing psychological support

• Interaction facilitation

• Group-oriented decision process

• Display self-confidence, a vision of a better future



Leadership

Personal characteristics that predict or derail leadership (André,2008)

Characteristics that PREDICT

leadership

Characteristics that DERAIL

leadership

• Extraversion

• Conscientiousness

• Openness to experience

• Emotional stability

•Intelligence

• Dominance

• General self-efficacy

• Being untrustworthy

• Being over controlling

• Exploiting

• Irritability

•Being unwilling todiscipline

• Inability to make good

staffing/and or business

decisions



Leadership challenges of high performance

organization (HPO)

Schermerhorn et al. (2002): the main challenges are:

• Employee involvement

• Employee self-direction

• Employee concern with organization design

• Challenging jobs and work teams

• Intense peer and customer feedback

•

Financial rewards and recognition• To decide how far to go in becoming an HPO

• Internationalization of business practices



Exercise 1

Leaders characteristics

(1). Write a story about the best or most influentialleader that you have encountered, in terms of

behaviors and actions.



Exercise 1

(2). After each story, identify leadership

characteristics by asking the question:

“What was it that made this person such an

effective leader?”

(3). Then as a group, identify the traits that allthe leaders seemed to share.



Exercise 2

Annual Pay Raises

Task:

Read the job descriptions below and decide on a percentage pay

increase for each of the eight employees.

• Group decision: four to seven persons

• Compare the decisions

• Report the results to the rest of the class providing the

rationale for each person’s raise.



Exercise 3

Leadership and Participation in Decision Making

For the ten situations described below, decide which ofthe three styles you would use for that uniquesituation. Place the letter A, P, or L on the line beforeeach situation’s number.

• A—authority; make the decision alone withoutadditional inputs.

• P—consultative; make the decision based on groupinputs.

• L—group; allow the group to which you belong tomake the decision.

leadership.7

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