2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione

C H A P T E RC H A P T E R 1414LeadershipLeadership

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Chapter learning objectivesChapter learning objectives

1. List seven competencies of effective leaders.2. Describe the people-oriented and task-oriented

leadership styles.3. Outline the path-goal theory of leadership.4. Discuss the importance of Fiedler’s contingency

model of leadership.5. Contrast transactional and transformational

leadership.6. Describe the four elements of transformational

leadership.7. Identify three reasons why people inflate the

importance of leadership.8. Discuss similarities and differences in the

leadership styles of women and men.

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The changing concept of leadershipThe changing concept of leadership

Our concept of leadership is changing, according to recent studies. ‘Leadership style has gone from an autocratic style to encouraging participation to achieve a common outcome’, explains Wal King, chief executive of Leighton Holdings.

Courtesy of Leighton Holdings

2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 44

Courtesy of Leighton Holdings

What is leadership?What is leadership?

Leadership is the process of influencing people and providing an environment for them to achieve team or organisational objectives.

2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 55

LeadershipLeadershipperspectivesperspectives

CompetencyCompetencyperspectiveperspective

BehaviourBehaviourperspectiveperspective

ContingencyContingencyperspectiveperspective

RomanceRomanceperspectiveperspective

TransformationalTransformationalperspectiveperspective

Perspectives of leadershipPerspectives of leadership

2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 66

Seven leadership competenciesSeven leadership competencies

Drive Leadership motivation Integrity Self-confidence Intelligence Knowledge of the business Emotional intelligence

2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 77

Leader behaviour perspectiveLeader behaviour perspective

People-oriented behaviours showing mutual trust and respect concern for employee needsdesire to look out for employee welfare

Task-oriented behavioursassign specific tasksensure employees follow rulespush employees to reach peak performance

2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 88

Path-goal leadership stylesPath-goal leadership styles

Directive task-oriented behaviours

Supportivepeople-oriented behaviours

Participativeencouraging employee involvement

Achievement-orientedusing goal setting and positive self-fulfilling prophecy

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Path-goal leadership modelPath-goal leadership model

EmployeeEmployeecontingenciescontingencies

EnvironmentalEnvironmentalcontingenciescontingencies

LeaderLeaderbehavioursbehaviours

• DirectiveDirective

• SupportiveSupportive

• ParticipativeParticipative

• Achievement-Achievement-orientedoriented

LeaderLeadereffectivenesseffectiveness

• Motivated Motivated employeesemployees

• Satisfied Satisfied employeesemployees

• Leader Leader acceptanceacceptance

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Directive Supportive Participative AchievementEmployeeEmployeecontingenciescontingencies

Path-goal contingenciesPath-goal contingencies

Skill/experience Low Low High High

Locus of control External External Internal Internal

Task structure Non-routine Routine Non-routine ?

Team dynamics –ve norms Low cohesion +ve norms ?

EnvironmentalEnvironmentalcontingenciescontingencies Directive Supportive Participative Achievement

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Other contingency leadership theoriesOther contingency leadership theories

Situational leadership model (Hersey/Blanchard)

effective leaders vary style with follower ‘readiness’

leader styles – telling, selling, participating and delegating

Fiedler’s contingency model leadership style is stable – based on personalitybest style depends on situational control – leader-member relations, task structure, position power

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Leadership substitutesLeadership substitutes

Conditions that limit a leader’s influence or make a particular leadership style unnecessary.

Examples:

training and experience replace directive leadership

cohesive team replaces supportive leadership

self-leadership replaces achievement-oriented leadership

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Transformational leadership at AESTransformational leadership at AES

AES looks for people who are both transactional and transformational leaders . ‘We need people who can both lead and manage’, says Dennis W. Bakke, CEO and co-founder of the global power company.

Courtesy of AES Corp

2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 1414

Courtesy of AES Corp.

Transformational and transactional Transformational and transactional leadersleaders Transformational leaders

leading – changing the organisation to fit the environment

develop, communicate, enact a vision

Transactional leadersmanaging – linking job performance to rewards

ensure employees have necessary resources

apply contingency leadership theories

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TransformationalTransformationalleadershipleadership

CreatingCreatinga visiona vision

CommunicatingCommunicatingthe visionthe vision

BuildingBuildingcommitmentcommitment

ModellingModellingthe visionthe vision

Transformational leadership elementsTransformational leadership elements

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RomanceRomanceperspectiveperspective

of leadershipof leadership

AttributingAttributingleadershipleadership

StereotypingStereotypingleadershipleadership

Need forNeed forsituationalsituational

controlcontrol

Romance perspective of leadershipRomance perspective of leadership

2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 1717

Gender issues in leadershipGender issues in leadership

Lieutenant-Commander Michelle Miller (right), Australia’s first commanding officer of a Fremantle Class patrol boat, doesn’t think she leads any differently than her male counterparts. ‘I don’t notice any difference but I guess the guys may notice a difference having a female commanding officer’, she says.

© L. Williams/Launceston Examiner

2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 1818

Gender issues in leadershipGender issues in leadership

Male and female leaders have similar task- and people-oriented leadership

Participative leadership is used more often by female leaders

Evaluating female leaders past evidence: women

rated less favourably than men

recent evidence: women rated more favourably than men

© L. Williams/Launceston Examiner

2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 1919

Overview of the next chapterOverview of the next chapter

Two fundamental requirements of organisational structures

Four elements of organisational structure

Types of departmentalisation

Team-based and network organisational structures

Contingencies of organisational design

2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione

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