Topic 12 Leadership

Topic 12:
Leadership in Organizational
Settings
12-1
Leadership Defined
Leadership is the ability

to influence, motivate,
and enable others to
contribute toward the
effectiveness of the
organizations of which
they are members
12-2
Perspectives of Leadership
Competency
Perspective
Implicit
Leadership Behavioral
Leadership
Perspective Perspective
Perspectives
Transformational Contingency
Perspective Perspective
12-3
Competency Perspective
 Competencies – personal characteristics that

lead to superior performance in a leadership
role (e.g. skills, knowledge, values)
 Early research – very few “traits” predicted
effective leadership
 Emerging view – several competencies now
identified as key influences on leadership
potential and of effective leaders
12-4
Eight Leadership Competencies
• Extroversion, conscientiousness
Personality
(and other traits)
• Positive self-evaluation
Self-concept • High self-esteem and self-efficacy
• Internal locus of control
• Inner motivation to pursue goals

Drive
• Inquisitiveness, action-oriented
• Truthfulness
Integrity
• Consistency in words and actions
more
12-5
Eight Leadership Competencies (con’t)
Leadership • High need for socialized power to

Motivation achieve organizational goals
Knowledge of • Understands external environment

the Business • Aids intuitive decision making
Cognitive/
• Above average cognitive ability
practical
• Able to solve real-world problems
Intelligence
Emotional • Perceiving, assimilating, understanding,

Intelligence and regulating emotions
12-6
Competency Perspective Limitations
1. Implies a universal approach

2. Alternative combinations of
competencies might work just as well
3. Assumes leadership is within the person

• But leadership is also about relations with
followers. And can be trained.
12-7
Leader Behavior Perspective
 People-oriented behaviors
• Showing mutual trust and respect
• Concern for employee needs
• Looks out for employee well-being
 Task-oriented behaviors
• Assign specific tasks
• Ensure employees follow rules
• Set “stretch goals” to achieve performance capacity
12-8
Leader Behavior Perspective
Limitations
 Assumes best leaders display a high level of
both people and task styles
• But best style seems to depend on the situation
12-9
Path-Goal Leadership Model
Employee
Employee
Contingencies
Contingencies
Leader
Leader Leader
Leader
Behaviors
Behaviors Effectiveness
Effectiveness
•• Directive
Directive •• Employee
Employee
•• Supportive
Supportive motivation
motivation
•• Participative
Participative •• Employee
Employee
satisfaction
satisfaction
•• Achievement-
Achievement-
•• Acceptance
Acceptance ofof
oriented
oriented
leader
leader
Environmental
Environmental
Contingencies
Contingencies
12-10
Path-Goal Leadership Styles
 Directive
• Provide psychological structure to jobs
• Task-oriented behaviors
 Supportive
• Provide psychological support
• People-oriented behaviors
 Participative
• Encourage/facilitate employee involvement
 Achievement-oriented
• Encourage peak performance through goal setting and
positive self-fulfilling prophecy
12-11
Path-Goal Contingencies
12-12
Leadership Substitutes
 Contingencies that limit a leader’s influence

or make a particular leadership style
unnecessary.
• e.g.: Training and experience replace task-oriented
leadership
 Research evidence: substitutes help, but
don’t completely substitute for real leadership
12-13
Transformational vs. Transactional
Leaders
 Transformational leaders
• Leading -- changing the
organization to fit environment
• Change agents
 Transactional leaders
• Managing – achieving current
objectives more efficiently
- link job performance to rewards
- ensure employees have
necessary resources
• Relates to contingency
leadership theories (e.g. path-
goal)
12-14
Transformational Leadership Elements
12-15
1. Create a strategic vision

• Depiction of company’s attractive future
- motivates and bonds employees
• Leader champions the vision
2. Communicate the vision

• Frame message around a grand purpose
• Create a shared mental model of the future
• Use symbols, metaphors, symbols
12-16
(con’t)
3. Model the vision

• Walk the talk
• Symbolize/demonstrate the vision through behavior
• Builds employee trust in the leader
4. Build commitment to the vision

• Increased through communicating and modeling
the vision
• Increased through employee involvement in
shaping the shared vision
12-17
Implicit Leadership Perspective
Follower perceptions of characteristics of
effective leaders
1. Leadership prototypes
• Preconceived image of effective leader, used to
evaluate leader effectiveness
2. Romance of leadership effect

• Amplify effect of leaders on organizational results
• Fundamental attribution error
• Need for situational control
12-18
Authentic Leadership
A leader with high self-awareness.
The leader does an ongoing process of reflection

and re-examination of his or her own values,
strength, and weaknesses, and a leader who is
aware of their core beliefs is unlikely to stray from
them.
12-19
Cultural Issues in Leadership
 Societal cultural values and practices affect

leaders:
• Shape leader’s values/norms
• Influence decisions and actions
• Shape follower prototype of effective leaders
 Some leadership styles are universal, others

differ across cultures
• “Charismatic visionary” seems to be universal
• Participative leadership works better in some
cultures than others
12-20
Gender Issues in Leadership
 Male and female leaders have similar task-

and people-oriented leadership.
 Participative leadership style is used more
often by female leaders.
 Evaluating female leaders
• Still receive negative evaluations as leader due to
prototypes and gender stereotypes
• But evidence that they are good at emerging
leadership styles (coaching, teamwork)
12-21

Topic 12 Leadership

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Topic 12:

Leadership is the ability

 Competencies – personal characteristics that

• Inner motivation to pursue goals

Leadership • High need for socialized power to

Knowledge of • Understands external environment

Emotional • Perceiving, assimilating, understanding,

1. Implies a universal approach

3. Assumes leadership is within the person

 Contingencies that limit a leader’s influence

1. Create a strategic vision

2. Communicate the vision

3. Model the vision

4. Build commitment to the vision

2. Romance of leadership effect

The leader does an ongoing process of reflection

 Societal cultural values and practices affect

 Some leadership styles are universal, others

 Male and female leaders have similar task-

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