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Unit 5 Lecture

This document discusses various theories and concepts of leadership, contrasting it with management and highlighting key traits and behaviors of effective leaders. It covers traditional and modern leadership theories, including charismatic, transformational, and authentic leadership, as well as situational leadership models. The document emphasizes the importance of understanding leadership dynamics and their impact on organizational culture and employee satisfaction.

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34 views27 pages

Unit 5 Lecture

This document discusses various theories and concepts of leadership, contrasting it with management and highlighting key traits and behaviors of effective leaders. It covers traditional and modern leadership theories, including charismatic, transformational, and authentic leadership, as well as situational leadership models. The document emphasizes the importance of understanding leadership dynamics and their impact on organizational culture and employee satisfaction.

Uploaded by

stoneytrail1129
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PDF, TXT or read online on Scribd
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Organizational Behavior

Instructor: Courtney Marchant


Unit 5 Leadership
Chapter 13:
Organizational Behaviour Effective Leadership Processes

Content from Luthans, F., Luthans, K. W., & Luthans, B. C. (2015). Organizational Behavior : An Evidence-based Approach (Vol. Thirteenth edition). Charlotte, North Carolina: Information Age Publishing.
Slides by Barnabe, N. (2020)
Image source: http://www.commonsenseleadership.com/diverse-group-people-working-together-concept/
Learning Objectives

Upon completion of this unit, you should be able to:

• describe some of the common theories of leadership; and


• contrast leadership and management.
What is leadership?
• Most employees believe that the leader guides the culture
and creates situations where workers can be happy and
successful.
• In many ways, leadership is undefinable.
• However, influence is seen as a key factor.
• There is a difference between management and
leadership.
Leadership v. Management
Historically Important Studies on Leadership

• The Iowa Leadership Studies


• The Ohio State Leadership Studies
• The Early Michigan Leadership Studies
Some traditional concepts of leadership
• Iowa - authoritarian/democratic/laissez-faire
– these produced different reactions
• Ohio/Michigan - two dimensions: initiating structure and
consideration
– task and human dimensions
– being general about task and exhibiting concern
created more satisfied employees than the inverse.
More traditional theories

• Are leaders born or made?


• What’s more important in leadership?
– traits
– behaviour
– situation
Trait theories
• The Big Five: in order of importance, the
traits associated with leadership might be
– extraversion
– conscientiousness
– openness to experience
– neuroticism
– agreeableness (non-significant correlation)
Leadership behaviour

• Some behaviours shown by leaders might include:


– optimism
– hope
– resiliency
– emotional intelligence
– self-efficacy
Potential leadership skills (behaviour)

• creativity
• organization
• persuasiveness
• diplomacy and tactfulness
• knowledge of the task
• ability to speak well
Potential leadership competencies
(Behaviour)
• drive

• leadership motivation (influencing others to succeed)

• integrity
• self-confidence

• intelligence

• knowledge of the business

• emotional intelligence
Leader-Member Exchange (LMX)
• Interactions between people are always exchanges of
some sort.
• Leaders will develop dyadic relationships with their
subordinates
– in-group: higher quality relationship focused on people
– out-group: lower quality relationship focused on tasks
• This is a reciprocal process and membership in each group
can change.
Situational leadership
• Contingency model - determines favourable situations in
terms of (in order of importance)
– leader-member relationship AND
– degree of task structure AND
– leader’s position power (formal authority)
• Under very favourable OR very unfavourable situations,
authoritarian leadership is best. Otherwise, a human
orientation is best.
Path-goal theory
• A leader might use any of these styles,
depending on the situation:
1. Directive leadership
2. Supportive leadership
3. Participative leadership
4. Achievement-oriented leadership
Individual Activity – Unit Activity 1
Step 1: look carefully at the four different styles of
leadership (directive, supportive, participative, and
achievement-oriented) and compare the descriptions to
those of the DiSC profile you read about in Unit 2.

1. Can you align the four path-goal leadership styles with the
four DiSC personality styles?
2. Knowing your DiSC personality types, are you able to
predict which path-goal leadership style might best suit you?
Modern Theories of Leadership

• Charismatic
• Transformational
• Substitutes
• Authentic
Charismatic leadership theories
• These theories suggest that charismatic leaders might
display
– self-confidence and confidence in associates
– high expectations for associates
– ideological vision
– use of personal example
– impression-management skills
– social sensitivity and empathy
The Dark side of Charismatic Theories
Transformational leadership
Effective Transformational Leaders
1. identify themselves as change agents
2. are courageous
3. believe in people
4. are value-driven
5. are lifelong learners
6. have the ability to deal with complexity, ambiguity, and
uncertainty
7. are visionaries
Authentic leadership
• There are different theories of leadership, like
– servant leadership
– political leadership
– contextual leadership
– e-leadership
– primal leadership
– relational leadership
– positive leadership
– shared leadership
– responsible leadership….
Authentic leadership
Video – How Great Leaders Inspire Action

• https://www.ted.com/talks/simon_sinek_h
ow_great_leaders_inspire_action#t-
1072301
Unit Notes Activity
• Have you ever worked for an inspirational leader? If yes,
did they make sure that you always knew the "why" of the
work that you were doing?
• Consider Sinek's "golden circle" and how it might apply to
an organization that you know well. Jot down some notes
about the organization by completing the following:
• How do you describe why the work of the organization is
important?
• Can you describe how the organization fulfills its purpose?
• Finally, write a short list of what the organization does or
provides.
Summary
• Research on leadership has been extensive.
• Researchers have looked at traits, behaviours, skills, and
competences of leaders.
• They have also looked at situational leadership, and
alternative theories like exchange.
• Charismatic and transformational leaders, and now
authentic leaders, seem to get the best results.
• Effective leadership is different across cultures.
A glimpse into the future

• Next week, we will look more closely at


communication.
• Please read chapter 8, Communication.

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