leadership

Organizational culture(Chapter 5)

What is Organizational Culture?In Scheins view:

A pattern of a shared basic assumptions that the group learned as it solved its problems of external adaptation and internal integration, that has worked well enough to be considered valid and, therefore, to be taught to new members as the correct way to perceive, think, and feel in relation to those problems.

Levels of Organizational Culture

Theory of Organizational CultureOrganizational Culture Profile It was developed to examine the congruence between individual and organizational values (O Reilly, Chatman, & Caldwell, 1991).Innovative Culture

companies that have innovative culture are flexible, adaptable, and experiment with new ideasAggressive Culture

companies with aggressive culture value competitiveness and outperforming competitors.Outcome-Oriented Culture

it emphasize achievement, results and action as important values.Stable Culture

they are predictable, rule oriented, and bureaucratic.People-Oriented Culture

Are cultures value fairness, supportiveness, and respect individual rights.Team-Oriented Culture

Companies with team-oriented cultures are collaborative and emphasize cooperation among employees.Detail-Oriented Culture

it emphasizes precision and paying attention to details.Service Culture

it emphasizes upon high quality service.Safety Culture

a culture that emphasizes safety as a strong workplace norm provides a competitive advantage.What Types of Behavior Does Culture Control?Innovation versus Stability Strategic versus Operational Focus Outcome versus Process Orientation Task versus Social Focus Team versus Individual Orientation Customer Focus versus Cost Control Internal versus External OrientationCultural Control MechanismsSocial NormsThe most basic and most obvious of cultural control mechanisms.A behavioral expectation that people will act in a certain way in certain situations.

Norms A. Peripheral norms are general expectations that make interactions easier and more pleasantB. Relevant norms - encompass behaviors that are important to group functioningC. Pivotal norms represent behaviors that are essential to effective group functioningShared ValuesWhat is a Value?Any phenomenon that is some degree of worth to the members of giving groups.The conscious, affective desires or wants of people that guide their behavior

2 Kinds of ValuesA. Instrumental values represent the means an individual prefers for achieving important ends.

B. Terminal values are preferences concerning ends to be achieved.LEADERSHIPChapter 6Is the art of influencing and inspiring subordinates to perform their duties willingly , competently, and enthusiastically for achievement of group objectives.Management and Leadership

Manage:means to direct, to bring about to accomplish, and to have responsibility for.

Lead:means to inspire, to influence, and to motivate.

Hollingsworth lists 6 fundamental differences between management and leadership.

NEED FOR LEADERSHIP

1.Incomplete Organizational Structure

There is a degree of incompleteness in every organization design.

2.External Change

The organization exists in a changing environment

3. Internal Change

Leadership stems from the dynamics of internal change in the organization.

4. Motivate and Inspires

Leadership stems from the need to motivate people and maintain their involvement in the organization.

LEADERSHIP STYLE

The manner and approach of providing direction, implementing plans, and motivating people.

The 3 major styles of leadership are:

Authoritarian or Autocratic used when leaders tell their employees what they want done and how they want it accomplished, without getting advice of their followers.

Participative or Democratic involves the leader including one or more employees in the decision making process (determining what to do and how to do it).

3. Delegative or Free Reign

the leader allows the employees to make the decisions.

Approaches and Theories of LeadershipLeadership is organizing a group of people to achieve a common goal.Leadership is based on individual attributes known as the trait theory of leadership.Francis Galton concluded that leadership was inherited.

Trait Approach to LeadershipThe trait approach arose from the Great Man theory(Thomas Carlyle) as a way of identifying the key characteristics of successful leaders.The trait there were common with all of the research was intelligence, self confidence, determination, integrity and sociability.A leader must not only have these traits, it is important to exhibit these traits.

Intelligence. Developing intelligence is a lifestyle choice.Having strong verbal ability, perceptual ability and reasoning appears to make on a better leader.Self-confidence. The ability to be certain about ones competencies and skills. Determination. The desire to get the job done. Integrity.The quality of honesty and trustworthiness. Sociability.This refers to a leaders ability to seek out pleasant social relationships.

McGregors Theory X and Theory Y ManagersTheory X managers believe that:The average human being has an inherent dislike of work and will avoid it if possible.Because of this human characteristics, most people must be coerced, controlled, directed, or threatened with punishment to get them to put forth adequate effort to achieve organizational objectives.The average human being prefers to be directed, wishes to avoid responsibility, has relatively little ambition, and wants security above all else.

Theory Y managers believe that:The expenditure of physical and mental effort in work is as natural as play or rest, and the average human being, under proper conditions, learns not only to accept but to seek responsibility.People will exercise self-direction and self-control to achieve objectives to which they are committed.The capacity to exercise a relatively high level of imagination, ingenuity, and creativity in the solution of organizational problems is widely, not narrowly distributed in the population, and the intellectual potentialities of the average human being are only partially utilized under the conditions of modern industrial life.

Blake and Moutons Managerial GridDeveloped by Robert Blake and Jane Mouton.Focuses on task (production) the x-axis and employee (people) the y-axis

1,1 Impoverished managementExertion of minimum effort to get required work done is appropriate to sustain organization membership.1,9 Country Club managementThoughtful attention to needs of people for satisfying relationships leads to a comfortable, friendly organization atmosphere and work tempo. 9,1 Authority-obedienceEfficiency in operations results from arranging conditions of work in such a way that human elements interfere to a minimum degree.

5,5 Organization man managementAdequate organization performance is possible through balancing the necessity to get out work with maintaining morale or people at a satisfactory level.

9,9 Team managementWork accomplishment is from committed people: interdependence through a common stake in organization purpose leads to relationships of trust and respect.

The Contingency or situationalSchool

Fiedlers Contingency ModelFiedlers contingency theory postulates that there is no single best way for managers to lead. Situations will create different leadership style requirements for a manager. The solution to a managerial situation is contingent on the factors that impinge to situation.

Situations that could define the condition of a managerial task:Leader-Member relations Are the amount of loyalty, dependability, and support that the leader receives from employees.Task structure The recursive decomposition of the major application task into subtasks.Position power measures the amount of power or authority the manager perceives the organization has given him or her for the purpose of directing, rewarding, and punishing subordinates.Task-motivated style leader experiences pride and satisfaction in the task accomplishment for the organization.(At their best when the group performs successfully such as achieving a new sale record or outperforming the major competitor.)

Relationship-motivated style seeks to build interpersonal relations and extend extra help fort the team development in the organization.(At their best when greater customer satisfaction is gained and a positive company image is established.)

The Hersey-Blanchard Model of Leadership

Task behaviorThe extent to which the leader engages in spelling out the duties and responsibilities to an individual or group.Relationship behaviorThe extent to which the leader engages in two-way or multi-way communication.MaturityThe willingness and ability of a person to take responsibility for directing his or her own behavior.

For Blanchard the key situational variable, when determining the appropriate leadership style, is the readiness or developmental level of the subordinates. As a result, four leadership styles results:

Tannenbaum and Schmidt Leadership continuumTwo contingency theorist suggested the idea that leadership behavior varies along a continuum and that as one moves away from the autocratic extreme, the amount of subordinate participation and involvement in decision taking increases.

Four main leadership stylesAutocratic Leader:

The leader takes the decisions and announces them, expecting subordinates to carry them out without question.

Persuasive Leader ( selling style)

The leader takes all the decisions for the group without discussion or consultation BUT believes that people will be better motivated if they are persuaded that the decisions are good one.He or she does a lot of explaining and selling in order to overcome any possible resistance to what he or she wants to do. The leader also puts a lot of energy into creating enthusiasm for the goals he or she has set for the group.

Consultative leader (consulting style)

The leader confers with the group members before taking decisions and, in fact, considers their advice, and their feelings when framing decisions. He or she may not always accept the subordinates advice but they are likely to feel that they can have some influence. Under this leadership style, the decision and the full responsibility for it remains with the leader but the degree of involvement by subordinates in decision taking is very much greater.

Democratic style ( joining style)

Using this style, the leader would characteristically lay the problem before his or her subordinates and invite discussion. The leaders role is that of conference leader , or chair, rather than that of decision taker. He or she will allow the decision to emerge out of the process of group discussion, instead of imposing it on the group as its boss.

Telling style

In an emergency, a telling style may be most appropriate and would normally be considered justified by the group.

Selling style

The selling style would tend to fit situations in which the group leader, and he or she alone , possesses all the information on which the decision must be based and which at the same time calls for a very high level of commitment and enthusiasm on the part of group members if the task is to be carried through successfully.

Consulting style

The consulting style is likely to be most appropriate when there is time in which to reach a considered decision and when the information on which the decision needs to be based lies among the members of the group.

Joining styles

The joining style is appropriate under similar conditions, with the important exception that this is likely to be appropriate only in those instances where the nature of the responsibility associated with the decision is such that group members are willing to share it with their leader, or alternatively the leader is willing to accept responsibility for decisions which he or she has not made personally.

Adairs action centered Leadership modelJohn Adair has a long pedigree in the world of leadership. The Adair model is that the action-centered leader gets the job done through the work team and leadership with fellow managers and staff. According to Adairs explanation an action-centered leader leader must :Direct the job to be done.(task structuring)Support and review the individual people doing it.Coordinate and foster the work team as a whole.

Action-centered leadership model

The challenges for the leaderTASK

Define the taskMake the planAllocate work and resourcesControl quality and rate of workCheck performance against planAdjust the plan

Team

Maintain disciplineBuild team spiritEncourage, motivate, give a sense of purposeAppoint sub leadersEnsure communication within group, develop the group

Individual

Attend to personal problemsPraise individualsGive statusRecognize and use individual abilitiesDevelop the individual

Leaders and followersServant LeadershipEmphasizes the leaders duty to serve his/her followers- leadership thus arises out of a desire to lead.

Robert Greenleaf, was the founder of the Centre for Servant Leadership describes it as follows:

The servant-leader is servant first. It begins with the natural feeling that one wants to serve, to serve first.Characteristic of Servant Leaders:Collaboration Trust Foresight Listening Have Ethical use of power and empowerment

The Following Part of Leading: Asking questions instead of giving answers Providing opportunities for others to lead you Doing real work in support of others instead of only the reverse Becoming a matchmaker instead of a central switch Seeking a common understanding instead of consensusTeam LeadershipThe Team Leader, is more appropriate . Team Leadership may not be as natural as Solo leadership. Belbin suggest that it can learned through understanding the nature of leadership and the qualities required. A Team Leadership style is based upon the development of the strengths and the allowable weaknesses of all the roles will permit a more holistic, or participative, or style in leadership that problem solving, decision making can flourish with team work and work performance.