11 Organizational Behavior core concepts Leadership: What makes an Effective Leader 11-2 McGraw-Hill/Irwin Organizational Behavior, Core Concepts Copyright © 2008 by the McGraw-Hill Companies, Inc All rights reserved Learning Objectives 11-3 • Discuss theories that look for ideal leadership traits and one best style of leadership • Explain how leadership style interacts with situational control and other situational variables • Describe the difference between transactional and transformational leadership Learning Objectives • Identify leadership styles and traits that are most effective cross-culturally • Describe the leader-member exchange (LMX) model of leadership • Summarize the alternative views of shared leadership, servant-leadership, and Level leadership 11-4 What Does Leadership Involve? • Leadership – influencing employees to voluntarily pursue organizational goals 11-5 Trait Theory • Leader trait – personal characteristics that differentiate leaders from followers • Leadership prototype – mental representations of the traits and behaviors possessed by leaders 11-6 Gender and Leadership • Men were seen as displaying more task leadership • Women were seen as displaying more social leadership • Women used a more democratic or participative style • Men used a more autocratic and directive style than women 11-7 Gender and Leadership • Men and women were equally assertive • Women executives, when rated by their peers, managers, and direct reports, scored higher than their male counterparts on a variety of effectiveness criteria 11-8 Key Positive Leadership Traits 11-9 The Ohio State Studies • Consideration – creating mutual respect and trust with followers • Initiating structure – organizing and defining what group members should be doing 11-10 Categories of Leader Behavior 11-24 Transactional Leadership • Transactional leadership – focuses on the clarifying employees’ roles and providing rewards contingent on performance 11-25 Transformational Leadership • Transformational leadership – transforms employees to pursue organizational goals over self-interests 11-26 Question? Which transformational leader behavior encourages employees to question the status quo? A Inspirational motivation B Idealized influence C Individualized consideration D Intellectual stimulation 11-27 Transformational Leader Behaviors • Inspirational motivation – establishing an attractive vision of the future, the use of emotional arguments, and exhibition of optimism and enthusiasm • Idealized influence – sacrificing for the good of the group, being a role model, and displaying high ethical standards 11-28 Transformational Leader Behaviors • Individualized consideration – providing support, encouragement, empowerment, and coaching to employees • Intellectual stimulation – behavior that encourages employees to question the status quo and to seek innovative solutions to organizational problems 11-29 A Transformational Model of Leadership 11-30 Figure 11-3 International Leadership: Lessons from the GLOBE Project • An attempt to develop an empirically based theory to describe, understand, and predict the impact of specific cultural variables on leadership and organizational processes and the effectiveness of these processes 11-31 The Leader-Member Exchange (LMX) Model of Leadership • Focuses on the quality of relationships between managers and subordinates as opposed to the behaviors or traits of either leaders or followers • Revolves around the development of dyadic relationships between managers and their direct reports 11-32 The Leader-Member Exchange (LMX) Model of Leadership • in-group exchange – a partnership characterized by mutual trust, respect and liking • out-group exchange – a partnership characterized by a lack of mutual trust, respect and liking 11-33 Managerial Implications • Leaders are encouraged to establish high-performance expectations for all of their direct reports • Managers should be careful that they don’t create a homogeneous work environment 11-34 Shared Leadership • Shared leadership – simultaneous, ongoing, mutual influence process in which people share responsibility for leading 11-35 Servant Leadership • Servant leadership – focuses on increasing services to others rather than oneself Read the Servant Leader newsletter 11-36 Characteristics of the ServantLeader 11-37 The Level Hierarchy 11-38 Figure 11-4 ...11 Organizational Behavior core concepts Leadership: What makes an Effective Leader 11-2 McGraw-Hill/Irwin Organizational Behavior, Core Concepts Copyright © 2008 by the McGraw-Hill... pursue organizational goals 11-5 Trait Theory • Leader trait – personal characteristics that differentiate leaders from followers • Leadership prototype – mental representations of the traits and behaviors... Leadership • Men and women were equally assertive • Women executives, when rated by their peers, managers, and direct reports, scored higher than their male counterparts on a variety of effectiveness