Lecture 9
LEADERSHIP IN
ORGANIZATIONS
For use with MARTIN, ORGANIZATIONAL BEHAVIOUR AND MANAGEMENT 3e
ISBN 1-86152-948-1  Copyright © 2005 Cengage Learning
Leaders or managers?
The terms leadership and management are frequently used interchangeably
Is a manager always a leader and do leaders always manage?
For use with MARTIN, ORGANIZATIONAL BEHAVIOUR AND MANAGEMENT 3e
ISBN 1-86152-948-1  Copyright © 2005 Cengage Learning
Leaders or managers?
The distinction between management and leadership is based on:
• Role
• Situation
• Context
• Purpose
• Scope
For use with MARTIN, ORGANIZATIONAL BEHAVIOUR AND MANAGEMENT 3e
ISBN 1-86152-948-1  Copyright © 2005 Cengage Learning
Leaders, entrepreneurs and vision
Ettinger (1983) - two types of entrepreneur - independent and organization makers
Drucker (1985) - sources of innovation:
• The unexpected
• Incongruous events
• Improvement and development
• Changes in industry and market structures
• Demographic changes
• Changes in consumer mood and perceptions
• Creation of new knowledge
• Inspiration
Westley - visionary leadership has two analogies:
• Hypodermic needle
• Drama:
• Repetition
• Representation
• Assistance
• Integrity
For use with MARTIN, ORGANIZATIONAL BEHAVIOUR AND MANAGEMENT 3e
ISBN 1-86152-948-1  Copyright © 2005 Cengage Learning
Leaders and power
There are situations where power is obvious and easily detected
French and Raven (1958) model - leaders and managers have
many levers available
Power in leadership is the achievement of a willing
subjugation of subordinates to the will of the leader
For use with MARTIN, ORGANIZATIONAL BEHAVIOUR AND MANAGEMENT 3e
ISBN 1-86152-948-1  Copyright © 2005 Cengage Learning
Virtual working
• Virtual working – working remotely primarily through electronic media
• Leadership requires different approach as little face-to-face contact
• Some of the implications include:
– Democratic approach to shared control and consensual decision making
– Leaders role is focused n the process
– Should adopt a coaching style
– Team building through electronic means
– Need to listen more
– Should not assume that they have the same authority as when leading a
conventional team
For use with MARTIN, ORGANIZATIONAL BEHAVIOUR AND MANAGEMENT 3e
ISBN 1-86152-948-1  Copyright © 2005 Cengage Learning
Leaders or followers?
Leadership is a social process
McGregor (1960) - interaction of four main variables:
• The characteristics of the leader
• The characteristics of the followers, their attitudes and needs
• The organizational context
• The environmental context
For use with MARTIN, ORGANIZATIONAL BEHAVIOUR AND MANAGEMENT 3e
ISBN 1-86152-948-1  Copyright © 2005 Cengage Learning
Trait theories of leadership
Set of qualities that are born with?
Traits that have been found to have some association with successful leadership:
• Intelligence
• Initiative
• Self-assurance
• Overview
• Health
• Physique
• Social background
For use with MARTIN, ORGANIZATIONAL BEHAVIOUR AND MANAGEMENT 3e
ISBN 1-86152-948-1  Copyright © 2005 Cengage Learning
The University of Iowa studies
Authoritarian
Democratic
Laissez faire
For use with MARTIN, ORGANIZATIONAL BEHAVIOUR AND MANAGEMENT 3e
ISBN 1-86152-948-1  Copyright © 2005 Cengage Learning
Ohio State University studies
Consideration
Initiating structure
For use with MARTIN, ORGANIZATIONAL BEHAVIOUR AND MANAGEMENT 3e
ISBN 1-86152-948-1  Copyright © 2005 Cengage Learning
Linkert’s four systems of management
System 1 - Exploitative autocratic
System 3 - Participative
System 2 - Benevolent autocratic
System 4 - Democratic
For use with MARTIN, ORGANIZATIONAL BEHAVIOUR AND MANAGEMENT 3e
ISBN 1-86152-948-1  Copyright © 2005 Cengage Learning
Tannenbaum and Schmidt continuum
• Based
on two concepts representing different styles
of leadership:
- Boss centred leadership
- Subordinate centred leadership
• Within those basic styles, four major variations are
identified:
•Tells
• Sells
• Consults
• Joins
For use with MARTIN, ORGANIZATIONAL BEHAVIOUR AND MANAGEMENT 3e
ISBN 1-86152-948-1  Copyright © 2005 Cengage Learning
Blake and Mouton’s grid
A matrix based on two scales:
• Concern for people
• Concern for production (or output)
• Five basic styles emerge from the matrix:
• Impoverished management
• Authority-compliance management
• Country club management
• Middle of the road management
• Team management
For use with MARTIN, ORGANIZATIONAL BEHAVIOUR AND MANAGEMENT 3e
ISBN 1-86152-948-1  Copyright © 2005 Cengage Learning
Blake and Mouton’s grid
For use with MARTIN, ORGANIZATIONAL BEHAVIOUR AND MANAGEMENT 3e
ISBN 1-86152-948-1  Copyright © 2005 Cengage Learning
Hersey and Blanchard’s situation approach
• Task
behaviour
• Relationship behaviour
Four styles of leadership
•Telling
• Selling
• Participating
• Delegating
For use with MARTIN, ORGANIZATIONAL BEHAVIOUR AND MANAGEMENT 3e
ISBN 1-86152-948-1  Copyright © 2005 Cengage Learning
• Pure artist
• Pure craftsman
• Pure technocrat
• Authoritarian artist
• Regimental craftsman
• Plodding technocrat
• Gentle artist
• Creative craftsman
• Flashy technocrat
For use with MARTIN, ORGANIZATIONAL BEHAVIOUR AND MANAGEMENT 3e
ISBN 1-86152-948-1  Copyright © 2005 Cengage Learning
For use with MARTIN, ORGANIZATIONAL BEHAVIOUR AND MANAGEMENT 3e
ISBN 1-86152-948-1  Copyright © 2005 Cengage Learning
House’s path-goal leadership theory
Four styles of leadership behaviour:
• Directive leadership
• Supportive leadership
• Participative leadership
• Achievement-oriented leadership
The two situational factors:
• Subordinate characteristics
• Demands facing subordinates
For use with MARTIN, ORGANIZATIONAL BEHAVIOUR AND MANAGEMENT 3e
ISBN 1-86152-948-1  Copyright © 2005 Cengage Learning
The Vroom, Yetton and Jago model of leadership
It is the degree of subordinate involvement in the decision
making process that is the major variable in leader
behaviour
There are four decision trees offered by the model - two for
group problems and two for individual problems
For use with MARTIN, ORGANIZATIONAL BEHAVIOUR AND MANAGEMENT 3e
ISBN 1-86152-948-1  Copyright © 2005 Cengage Learning
Other approaches to leadership
For use with MARTIN, ORGANIZATIONAL BEHAVIOUR AND MANAGEMENT 3e
ISBN 1-86152-948-1  Copyright © 2005 Cengage Learning
Other approaches to leadership
For use with MARTIN, ORGANIZATIONAL BEHAVIOUR AND MANAGEMENT 3e
ISBN 1-86152-948-1  Copyright © 2005 Cengage Learning
Other approaches to leadership
Charismatic leadership
Attribution theory
Action-centred leadership
• Achieving the task
• Building and maintaining the team
• Developing the individual
Interactive leadership:
•Returning authority to others
•Seeing others as equals
•The ability to tolerate ambiguity
•Being prepared to modify plans
•Having pride in their work
For use with MARTIN, ORGANIZATIONAL BEHAVIOUR AND MANAGEMENT 3e
ISBN 1-86152-948-1  Copyright © 2005 Cengage Learning
Alternatives to leadership
Kerr and Jermier (1978) - three areas where substitution
for leadership is possible:
• Subordinate
characteristics
• Organizational
• Task characteristics
characteristics
Leadership as symbolism
For use with MARTIN, ORGANIZATIONAL BEHAVIOUR AND MANAGEMENT 3e
ISBN 1-86152-948-1  Copyright © 2005 Cengage Learning
Leadership and the organizational lifecycle
Clarke and Pratt (1985) - different requirements from a leader
during the various stages in the organization’s lifecycle:
•
Champion
• Tank commander
• Housekeeper
• Lemon squeezer
For use with MARTIN, ORGANIZATIONAL BEHAVIOUR AND MANAGEMENT 3e
ISBN 1-86152-948-1  Copyright © 2005 Cengage Learning
Leadership and success
For use with MARTIN, ORGANIZATIONAL BEHAVIOUR AND MANAGEMENT 3e
ISBN 1-86152-948-1  Copyright © 2005 Cengage Learning
Leadership and success
European Foundation for Quality Management (EFQM)
Two areas of impact:
• Enablers
• Results
For use with MARTIN, ORGANIZATIONAL BEHAVIOUR AND MANAGEMENT 3e
ISBN 1-86152-948-1  Copyright © 2005 Cengage Learning
Leadership an applied perspective
Managers have an interest in the study of management
from many perspectives:
• Protecting their position
• Increasing operational effectiveness
• Dealing with colleagues
• Increased control
For use with MARTIN, ORGANIZATIONAL BEHAVIOUR AND MANAGEMENT 3e
ISBN 1-86152-948-1  Copyright © 2005 Cengage Learning