Lecture Leadership: Enhancing the lessons of experience (4/e) – Chapter 11

Chapter 11 - Characteristics of the situation. As an organizing framework, this chapter introduced the Congruence Model as a way to consider many of the situational factors leaders should consider. In terms of work factors, leaders need to be aware of how task interdependence, task structure, and job characteristics can affect both their own and their followers'' behaviors, and how they might change these factors in order to improve followers'' satisfaction and performance.

11­1 McGraw­Hill/Irwin © 2002 The McGraw­Hill Companies, Inc., All Rights Reserved C   HAPTER E LEVEN Characteristics of the  Situation Current Research That Explores How  11­3 Situational Factors Affect Leaders’ Behaviors • Role theory • Multiple­influence model • Situational levels McGraw­Hill/Irwin © 2002 The McGraw­Hill Companies, Inc., All Rights Reserved Leadership Is a Process, Not a  Position Leader Situation Ta Or En ga sk vi niz ro nm atio en n t Followers McGraw­Hill/Irwin © 2002 The McGraw­Hill Companies, Inc., All Rights Reserved 11­4 New Operating Assumptions Of  the Information Age • Cross Functions – Organizations operate with  integrated business processes that cut across  departments • Links to customers – Today’s organization’s integrate  supply,production,anddeliveryprocessesandrealize enormousimprovementsincost,quality,andresponse time. ã CustomersegmentationInformationưagecompanies mustlearntooffercustomizedproductsandservices todiversecustomersegments. McGrawưHill/Irwin â2002TheMcGrawưHillCompanies,Inc.,AllRightsReserved 11ư5 New Operating Assumptions Of the  Information Age, continued 11­6 • Global scale – Companies compete against the best  companies throughout the entire world.  • Innovation – Companies must be masters at anticipating  customers’ future needs, innovating new products and  services, and rapidly deploying new technologies into  efficientdeliveryprocesses. ã KnowledgeworkersAllemployeesmustcontribute valuebywhattheyknowandbytheinformationthey canprovide. McGrawưHill/Irwin â2002TheMcGrawưHillCompanies,Inc.,AllRightsReserved 11ư7 ACongruenceModel Informal Informal   Organization Organization Input Input Environment Environment Resources Resources Output Output System System Strategy Strategy Formal  Formal  Organization Organization Work Work History History Unit Unit Individual Individual People People McGraw­Hill/Irwin © 2002 The McGraw­Hill Companies, Inc., All Rights Reserved Job Characteristics • • • • • McGraw­Hill/Irwin Skill variety Task identity Task significance Autonomy  Feedback © 2002 The McGraw­Hill Companies, Inc., All Rights Reserved 11­8 Task  interdependence the degree to which tasks require  coordination and synchronization in order  for work groups or teams to accomplish  desired goals Situational Levels In Which  Leaders and Followers Operate • Level of authority – one’s  hierarchical level in an organization.  • Organizational structure – the way an  organization’s activities are  coordinated and controlled • Organizational design – How do I  want to divide up the work? How do I  want the divisions to coordinate their  work?  McGraw­Hill/Irwin © 2002 The McGraw­Hill Companies, Inc., All Rights Reserved 11­10 Situational Levels In Which Leaders and  Followers Operate, continued • Lateral interdependence – the degree of  coordination or synchronization required  between organizational units to  accomplish goals.   • Organizational culture – a system of  shared backgrounds, norms, values or  beliefs among members of a group.   McGraw­Hill/Irwin © 2002 The McGraw­Hill Companies, Inc., All Rights Reserved 11­11 Schein’s Four Key Organizational  Culture Factors • • • • Myths and stories Symbols and artifacts Rituals Language McGraw­Hill/Irwin © 2002 The McGraw­Hill Companies, Inc., All Rights Reserved 11­12 ... © 2002? ?The? ?McGraw­Hill Companies, Inc., All Rights Reserved 11? ?5 New Operating Assumptions? ?Of? ?the? ? Information Age, continued 11? ?6 • Global scale? ?–? ?Companies compete against? ?the? ?best  companies throughout? ?the? ?entire world.  • Innovation? ?–? ?Companies must be masters at anticipating ... Knowledge workers? ?–? ?All employees must contribute  value by what they know and by? ?the? ?information they  can provide.  McGraw­Hill/Irwin © 2002? ?The? ?McGraw­Hill Companies, Inc., All Rights Reserved 11? ?7 A Congruence Model... © 2002? ?The? ?McGraw­Hill Companies, Inc., All Rights Reserved 11? ?4 New Operating Assumptions? ?Of? ? the? ?Information Age • Cross Functions? ?–? ?Organizations operate with  integrated business processes that cut across  departments • Links to customers? ?–? ?Today’s organization’s integrate