Description
Organisation can be defined as the group of people united with common ideas and co-ordination of will to attain the goals in a systematic order. notes for MBA / BBA students
Leadership at Lakeport Beverages
Teresa Cascioli’s leadership has transformed Hamiltonbased Lakeport Beverage Corp. into a major competitor in Ontario’s take-home beer market.
1
What is Leadership?
Leadership is the ability to influence, motivate, and enable others to contribute toward the effectiveness of the organizations of which they are members.
2
Perspectives of Leadership
Competency Perspective
Implicit Leadership Perspective Behavioural Perspective
Leadership Perspectives
Transformational Perspective
Contingency Perspective
3
Seven Leadership Competencies
Emotional Intelligence • Perceiving, assimilating, understanding, and regulating emotions • Truthfulness • Translates words into deeds • Inner motivation to pursue goals • Need for achievement, quest to learn • High need for socialized power to accomplish team’s or firm’s goals
more
4
Integrity
Drive
Leadership Motivation
Seven Leadership Competencies (con’t)
Self-Confidence
• High self-efficacy regarding ability to lead others • Above average cognitive ability • Can analyze problems/opportunities • Familiar with business environment • Aids intuitive decision making
Intelligence
Knowledge of the Business
5
In Search of Leader Integrity
Studies say integrity is the most important leadership characteristic Also called “authentic leadership”
? ? ? ? ?
Individual acts with sincerity Has a higher moral capacity to judge dilemmas
Yet, most people think business leaders lack integrity:
73% say CEOs of large firms can’t be trusted (US) Nearly 40% do not trust their immediate boss (UK) Approx 50% say business wrongdoing has undermined their trust in employers (Australia)
6
Competency Perspective Limitations
Implies a universal approach
?
But some competencies might not be valuable in all situations
Alternative combinations of competencies might work just as well
?
?
Not necessarily the same set needed
Some traits are subjective
Supports implicit leadership theory
Several competencies indicate leadership potential, not actual leadership
7
Leader Behaviour Perspective
People-oriented behaviours ? Showing mutual trust and respect ? Concern for employee needs ? Desire to look out for employee welfare Task-oriented behaviours ? Assign specific tasks ? Ensure employees follow rules ? Set “stretch goals” to achieve performance capacity
8
Path-Goal Leadership Styles
Directive
? Task-oriented behaviours
? People-oriented behaviours ? Encouraging employee involvement
Supportive
Participative
Achievement-oriented
fulfilling prophecy
? Using goal setting and positive self-
9
Path-Goal Leadership Model
Employee Contingencies Leader Behaviours
• • • • Directive Supportive Participative Achievementoriented
Leader Effectiveness
• Employee motivation • Employee satisfaction • Leader acceptance
Environmental Contingencies
10
Path-Goal Contingencies
Employee Contingencies
Skill/Experience Locus of Control Directive Supportive Participative Achievement
low external low external high internal high internal
Environmental Contingencies
Task Structure Team Dynamics
Directive Supportive Participative Achievement
nonroutine –ve norms routine low cohesion nonroutine +ve norms ? ?
11
Other Contingency Leader 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 personality Best style depends on situational control -- leader-member relations, task structure, position power
12
Leadership Substitutes
Contingencies that limit a leader’s influence or make a particular leadership style unnecessary. Examples:
? Training and experience replace task-oriented leadership ? Cohesive team replaces supportive leadership ? Self-leadership replaces achievement-oriented leadership
Evidence suggests that substitutes might help, but don’t completely substitute for real leadership
13
Ray Young Transforms GM Brazil
Ray G. Young, the Canadian executive who now leads General Motors’ operations in Brazil, is making an impact in that highly competitive market. “He has brought a sense of purpose to General Motors that they didn’t seem to have before,” says industry consultant Ricardo Durazzo.
Paul Fridman for the New York Times
14
Transformational v. Transactional Leaders
Transformational leaders
to fit environment ? Change agents
? Leading -- changing the organization
Transactional leaders
? Managing -- linking job performance to
rewards ? Ensure employees have necessary resources ? Apply contingency leadership
Paul Fridman for the New York Times
15
Transformational v. Charismatic Leaders
Is charismatic leadership essential for transformational leadership? Some experts say yes, but emerging view is that:
? Charisma is distinct from
transformational leadership ? A personal trait that might help transform, or might just help the leader ? Charismatic leadership might have opposite effect -- creates dependence, not empowerment
Paul Fridman for the New York Times
16
Transformational Leadership Elements
Creating a Strategic Vision
Communicating the Vision
Transformational Leadership
Building Commitment Modelling the Vision
17
Evaluating Transformational Leadership
Transformational leadership is important
? Higher employee satisfaction, performance, org
citizenship, creativity
Transformational leadership limitations
? Circular research
• Transformational leaders identified by their success
? Universal theory
• Need a contingency-oriented theory • Recognize differences across cultures
18
Implicit Leadership Perspective
Attributing Leadership
Implicit Leadership Perspective
Need for Situational Control
19
Stereotyping Leadership
Ubuntu Leadership
Ubuntu is “that profound African sense that each of us is human through the humanity of other human beings,” explains former South African president Nelson Mandela (shown here). The ubuntu value system provides a framework for leading others in Africa.
©EPA Photo/EPA/ Kim Ludbrook/Corbis
20
Cultural Issues in Leadership
Societal cultural values and practices affect leaders:
? ?
Shape leader’s values/norms Influence decisions and actions
Some leadership styles are universal, others differ across cultures
? ?
©EPA Photo/EPA/ Kim Ludbrook/Corbis
“Charismatic visionary” seems to be universal Participative leadership works better in some cultures than others
21
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.
22
Evaluating Female Leaders
Past evidence
?
Women rated less favourably than equivalent male leaders due to stereotyping
Recent evidence
?
Women rated more favourably than men, particularly on emerging leadership styles (coaching, teamwork)
23
doc_163269447.ppt
Organisation can be defined as the group of people united with common ideas and co-ordination of will to attain the goals in a systematic order. notes for MBA / BBA students
Leadership at Lakeport Beverages
Teresa Cascioli’s leadership has transformed Hamiltonbased Lakeport Beverage Corp. into a major competitor in Ontario’s take-home beer market.
1
What is Leadership?
Leadership is the ability to influence, motivate, and enable others to contribute toward the effectiveness of the organizations of which they are members.
2
Perspectives of Leadership
Competency Perspective
Implicit Leadership Perspective Behavioural Perspective
Leadership Perspectives
Transformational Perspective
Contingency Perspective
3
Seven Leadership Competencies
Emotional Intelligence • Perceiving, assimilating, understanding, and regulating emotions • Truthfulness • Translates words into deeds • Inner motivation to pursue goals • Need for achievement, quest to learn • High need for socialized power to accomplish team’s or firm’s goals
more
4
Integrity
Drive
Leadership Motivation
Seven Leadership Competencies (con’t)
Self-Confidence
• High self-efficacy regarding ability to lead others • Above average cognitive ability • Can analyze problems/opportunities • Familiar with business environment • Aids intuitive decision making
Intelligence
Knowledge of the Business
5
In Search of Leader Integrity
Studies say integrity is the most important leadership characteristic Also called “authentic leadership”
? ? ? ? ?
Individual acts with sincerity Has a higher moral capacity to judge dilemmas
Yet, most people think business leaders lack integrity:
73% say CEOs of large firms can’t be trusted (US) Nearly 40% do not trust their immediate boss (UK) Approx 50% say business wrongdoing has undermined their trust in employers (Australia)
6
Competency Perspective Limitations
Implies a universal approach
?
But some competencies might not be valuable in all situations
Alternative combinations of competencies might work just as well
?
?
Not necessarily the same set needed
Some traits are subjective
Supports implicit leadership theory
Several competencies indicate leadership potential, not actual leadership
7
Leader Behaviour Perspective
People-oriented behaviours ? Showing mutual trust and respect ? Concern for employee needs ? Desire to look out for employee welfare Task-oriented behaviours ? Assign specific tasks ? Ensure employees follow rules ? Set “stretch goals” to achieve performance capacity
8
Path-Goal Leadership Styles
Directive
? Task-oriented behaviours
? People-oriented behaviours ? Encouraging employee involvement
Supportive
Participative
Achievement-oriented
fulfilling prophecy
? Using goal setting and positive self-
9
Path-Goal Leadership Model
Employee Contingencies Leader Behaviours
• • • • Directive Supportive Participative Achievementoriented
Leader Effectiveness
• Employee motivation • Employee satisfaction • Leader acceptance
Environmental Contingencies
10
Path-Goal Contingencies
Employee Contingencies
Skill/Experience Locus of Control Directive Supportive Participative Achievement
low external low external high internal high internal
Environmental Contingencies
Task Structure Team Dynamics
Directive Supportive Participative Achievement
nonroutine –ve norms routine low cohesion nonroutine +ve norms ? ?
11
Other Contingency Leader 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 personality Best style depends on situational control -- leader-member relations, task structure, position power
12
Leadership Substitutes
Contingencies that limit a leader’s influence or make a particular leadership style unnecessary. Examples:
? Training and experience replace task-oriented leadership ? Cohesive team replaces supportive leadership ? Self-leadership replaces achievement-oriented leadership
Evidence suggests that substitutes might help, but don’t completely substitute for real leadership
13
Ray Young Transforms GM Brazil
Ray G. Young, the Canadian executive who now leads General Motors’ operations in Brazil, is making an impact in that highly competitive market. “He has brought a sense of purpose to General Motors that they didn’t seem to have before,” says industry consultant Ricardo Durazzo.
Paul Fridman for the New York Times
14
Transformational v. Transactional Leaders
Transformational leaders
to fit environment ? Change agents
? Leading -- changing the organization
Transactional leaders
? Managing -- linking job performance to
rewards ? Ensure employees have necessary resources ? Apply contingency leadership
Paul Fridman for the New York Times
15
Transformational v. Charismatic Leaders
Is charismatic leadership essential for transformational leadership? Some experts say yes, but emerging view is that:
? Charisma is distinct from
transformational leadership ? A personal trait that might help transform, or might just help the leader ? Charismatic leadership might have opposite effect -- creates dependence, not empowerment
Paul Fridman for the New York Times
16
Transformational Leadership Elements
Creating a Strategic Vision
Communicating the Vision
Transformational Leadership
Building Commitment Modelling the Vision
17
Evaluating Transformational Leadership
Transformational leadership is important
? Higher employee satisfaction, performance, org
citizenship, creativity
Transformational leadership limitations
? Circular research
• Transformational leaders identified by their success
? Universal theory
• Need a contingency-oriented theory • Recognize differences across cultures
18
Implicit Leadership Perspective
Attributing Leadership
Implicit Leadership Perspective
Need for Situational Control
19
Stereotyping Leadership
Ubuntu Leadership
Ubuntu is “that profound African sense that each of us is human through the humanity of other human beings,” explains former South African president Nelson Mandela (shown here). The ubuntu value system provides a framework for leading others in Africa.
©EPA Photo/EPA/ Kim Ludbrook/Corbis
20
Cultural Issues in Leadership
Societal cultural values and practices affect leaders:
? ?
Shape leader’s values/norms Influence decisions and actions
Some leadership styles are universal, others differ across cultures
? ?
©EPA Photo/EPA/ Kim Ludbrook/Corbis
“Charismatic visionary” seems to be universal Participative leadership works better in some cultures than others
21
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.
22
Evaluating Female Leaders
Past evidence
?
Women rated less favourably than equivalent male leaders due to stereotyping
Recent evidence
?
Women rated more favourably than men, particularly on emerging leadership styles (coaching, teamwork)
23
doc_163269447.ppt