(Organizational Behavior (Leadership
اسلاید 1: Gholipour A. 2011. Organizational Behavior. University of Tehran.
اسلاید 2: Organizational Behavior: LeadershipGholipour A. 2011. Organizational Behavior. University of Tehran.
اسلاید 3: Managers and LeadersAdministersA copyMaintainsFocuses on system and structureRelies on controlShort-range viewAsks how and whenEye on the bottom lineImitatesAccepts the status quoClassic good soldierDoes things rightInnovatesAn originalDevelopsFocuses on peopleInspires trustLong-range perspectiveAsks what and whyEye on horizonOriginatesChallenges the status quoOwn personDoes the right thingGholipour A. 2011. Organizational Behavior. University of Tehran.
اسلاید 4: LeadershipPerspectives1- TraitPerspective2-BehaviorPerspective3-ContingencyPerspective5-RomancePerspective4-TransformationalPerspectiveGholipour A. 2011. Organizational Behavior. University of Tehran.
اسلاید 5: 1- Trait PerspectiveLeadership Traits:Ambition and energyThe desire to leadHonest and integritySelf-confidenceIntelligenceHigh self-monitoringJob-relevant knowledgeTraits Theories of LeadershipTheories that consider personality, social, physical, or intellectual traits to differentiate leaders from nonleaders.Gholipour A. 2011. Organizational Behavior. University of Tehran.
اسلاید 6: 1- Trait PerspectiveGender and leadershipmen were seen as displaying more overall and task leadership and women were perceived as displaying more social leadership.- women used a more democratic or participative style than men, Past evidence that women rated less favorably than equivalent male leaders due to stereotypingRecent evidence that women rated more favorably than men, particularly on emerging leadership styles (coaching, participating)Gholipour A. 2011. Organizational Behavior. University of Tehran.
اسلاید 7: The Glass CeilingGlass ceilingA metaphorical transparent barrier that keeps women from rising above a certain level in organizations as a result of discrimination that decreases their upward mobility. Glass wallsBarriers that channel women into staff/support positions rather than allowing them to move to positions of responsibility that directly contribute to the profitability of the organization.Gholipour A. 2011. Organizational Behavior. University of Tehran.
اسلاید 8: Sex-Role and Managerial StereotypesMenAggressiveDominantAmbitiousCompetitiveSelf-sufficientRationalActing like a leaderWomenAffectionateNurturingGentleLoyalUnderstandingIntuitiveWarmGholipour A. 2011. Organizational Behavior. University of Tehran.
اسلاید 9: Evaluating Female LeadersPast evidence Women rated less favorably than equivalent male leaders due to stereotypingRecent evidence Women rated more favorably than men, particularly on emerging leadership styles (coaching, teamwork)Gholipour A. 2011. Organizational Behavior. University of Tehran.
اسلاید 10: IntegrityDriveTruthfulnessTranslates words into deedsInner motivation to pursue goalsNeed for achievement, quest to learnLeadership MotivationHigh need for socialized power to accomplish team’s or firm’s goalsEmotional IntelligencePerceiving, assimilating, understanding, and regulating emotionsSeven Leadership CompetenciesmoreGholipour A. 2011. Organizational Behavior. University of Tehran.
اسلاید 11: IntelligenceAbove average cognitive abilityCan analyze problems/opportunitiesKnowledge of the BusinessFamiliar with business environmentAids intuitive decision makingSelf-ConfidenceStrong belief in one’s ability to lead othersSeven Leadership Competencies (con’t)Gholipour A. 2011. Organizational Behavior. University of Tehran.
اسلاید 12: Competency Perspective LimitationsImplies a universal approachAlternative combinations of competencies might work just as wellAssumes leadership is within the personBut leadership is also about relations with followers Gholipour A. 2011. Organizational Behavior. University of Tehran.
اسلاید 13: 2 - Behavior PerspectiveThe Iowa Leadership StudiesAuthoritarianDemocraticLaissez-faireOhio State Studies identified two critical dimensions of leader behavior. 1.Consideration: creating mutual respect and trust with followers 2. Initiating Structure: organizing and defining what group members should be doingUniversity of Michigan Studies identified two leadership styles that were similar to the Ohio State studies.employee centered 2. job centeredBlake and Mouton’s Managerial Grid represents four leadership styles found by crossing concern for production and concern for peopleTrait theory: Leaders are born, not made.Behavioral theory: Leadership traits can be taught.Gholipour A. 2011. Organizational Behavior. University of Tehran.
اسلاید 14: 2 - Behavior PerspectivePeople-oriented BehaviorsShowing mutual trust and respect Concern for employee needsDesire to look out for employee welfareTask-oriented BehaviorsAssign specific tasksEnsure employees follow rulesPush employees to reach peak performanceGholipour A. 2011. Organizational Behavior. University of Tehran.
اسلاید 15: The Managerial Grid (Blake and Mouton)Gholipour A. 2011. Organizational Behavior. University of Tehran.
اسلاید 16: Scandinavian StudiesDevelopment-Oriented LeaderOne who values experimentation, seeking new ideas, and generating and implementing change.Researchers in Finland and Sweden question whether there are only two dimensions (production-orientation and employee-orientation) that capture the essence of leadership behavior. Their premise is that in a changing world, effective leaders would exhibit development-oriented behavior. Gholipour A. 2011. Organizational Behavior. University of Tehran.
اسلاید 17: 3 - Contingency PerspectiveFiedler’s Contingency ModelThe Path-Goal TheoryH. & B. Situational Leadership TheoryGholipour A. 2011. Organizational Behavior. University of Tehran.
اسلاید 18: Findings of the Feidler Model Category Leader-Member Relations Task Structure Position PowerIGoodHighStrongIIGoodHighWeakIIIGoodLowStrongIVGoodHighWeakVPoorHighStrongVIPoorHighWeakVIIPoorLowStrongVIIPoorLowWeakHighLowPerformancePeople-OrientedTask-OrientedFavorableModerateUnfavorable
اسلاید 19: House’s Path-Goal Theory Employee Characteristics - Locus of control - Task ability - Need for achievement - Experience - Need for clarity Environmental Factors - Employee’s task - Authority system - Work group Leadership Styles - Directive - Supportive - Participative - Achievement oriented Employee Attitudes and Behavior - Job satisfaction - Acceptance of leader - MotivationGholipour A. 2011. Organizational Behavior. University of Tehran.
اسلاید 20: DirectiveSupportiveParticipativeAchievementEmployeeContingenciesPath-Goal ContingenciesSkill/Experience lowlowhighhighLocus of ControlexternalexternalinternalinternalTask Structurenonroutineroutinenonroutine?Team Dynamics–ve norms low cohesion+ve norms?EnvironmentalContingenciesDirectiveSupportiveParticipativeAchievementGholipour A. 2011. Organizational Behavior. University of Tehran.
اسلاید 21: Hersey and Blanchard’s Situational Leadership TheorySituational Leadership Theory (SLT)A contingency theory that focuses on followers’ readiness.Leader: decreasing need for support and supervisionFollower readiness: ability and willingnessUnable and UnwillingUnable but WillingAble and WillingDirectiveHigh Task and Relationship OrientationsSupportive Participative Able and UnwillingMonitoringGholipour A. 2011. Organizational Behavior. University of Tehran.
اسلاید 22: SellingS2Explain decisions and provide opportunity forclarificationHersey and Blanchard’s Situational Leadership TheoryParticipatingS3Share ideas andfacilitate in decision making Follower-Directed Leader-DirectedLowLowHighHighLeader BehaviorTask Behavior Follower Readiness High Moderate Low R4 R3 R2R1Relationship Behavior (supportive behavior)DelegatingS4Turn overresponsibility fordecisions andimplementationTellingS1Provide specificinstructions and closelysupervise performanceGholipour A. 2011. Organizational Behavior. University of Tehran.
اسلاید 23: 12345Increased Employee InvolvementIncreased Leader ControlEmployee Involvement ContinuumLeader Participation ModelGholipour A. 2011. Organizational Behavior. University of Tehran.
اسلاید 24: 1. Importance of the decision.2. Importance of subordinate commitment to the decision.3. Whether leader has enough information to make a decision.4. How well-structured the problem is.5.Whether autocratic decisions would be supported by subordinates.6. Whether subordinates “buy into” the organization’s goals.7. Whether subordinates disagree over solution alternatives.8. Whether subordinates know enough to make a good decision.9. Time constraints that may limit the involvement of subordinates.10. Cost justification for gathering geographically dispersed subordinates.11.Importance of minimizing the time it takes to make a decision.12.Importance of participation to developing decision-making skills. Contingency Variables in the Revised Leader-Participation ModelGholipour A. 2011. Organizational Behavior. University of Tehran.
اسلاید 25: 4 - Transformational Perspective.Transformational leadersLeading -- changing the organization to fit the environment Develop, communicate, enact a visionTransactional leadersManaging -- linking job performance to rewards Ensure employees have necessary resources Apply contingency leadership theoriesGholipour A. 2011. Organizational Behavior. University of Tehran.
اسلاید 26: Transformational Leadership at P&GProcter & Gamble CEO A. G. Lafley practices transformational leadership without using charisma. By forming and communicating a clear vision and modeling that vision, he has transformed the consumer goods company.Gholipour A. 2011. Organizational Behavior. University of Tehran.
اسلاید 27: Transformational v. Transactional LeadersTransformational leadersLeading -- changing the organization to fit environmentChange agentsTransactional leadersManaging -- linking job performance to rewardsEnsure employees have necessary resourcesApply contingency leadershipGholipour A. 2011. Organizational Behavior. University of Tehran.
اسلاید 28: Transformational v. Charismatic LeadersIs charismatic leadership essential for transformational leadership?Some experts say yes, but emerging view is that:Charisma is distinct from transformational leadershipA personal trait that might help transform, or might just help the leaderCharismatic leadership might have opposite effect -- creates dependence, not empowermentGholipour A. 2011. Organizational Behavior. University of Tehran.
اسلاید 29: TransformationalLeadershipCreatinga VisionCommunicatingthe VisionBuildingCommitmentModelingthe VisionTransformational Leadership ElementsGholipour A. 2011. Organizational Behavior. University of Tehran.
اسلاید 30: Transformational Leadership ElementsCreate a strategic visionVisionDepiction of company’s (or work units) attractive futuremotivates and bonds employeesMay originate from others, but leader becomes a champion of the visionCommunicate the visionFrame message around a grand purposeCreate a shared mental model of the futureUse symbols, metaphors, symbolsGholipour A. 2011. Organizational Behavior. University of Tehran.
اسلاید 31: Transformational Leadership Elements (con’t)Model the visionWalk the talkSymbolize and demonstrate the vision through their own behaviorBuilds employee trust in the leaderBuild commitment to the visionIncreased through communicating and modeling the visionIncreased through employee involvement in shaping the shared visionGholipour A. 2011. Organizational Behavior. University of Tehran.
اسلاید 32: Extendthe VisionLivethe VisionExpressthe VisionVisionary LeadershipGholipour A. 2011. Organizational Behavior. University of Tehran.
اسلاید 33: Charismatic LeadershipSelf-confidenceA compelling visionStrong convictionsExtraordinary behaviorImage as a change agentGholipour A. 2011. Organizational Behavior. University of Tehran.
اسلاید 34: Type of Charismatic Leadership StylesEnvisioningEnergizingEnablingGholipour A. 2011. Organizational Behavior. University of Tehran.
اسلاید 35: Charismatic Leadership- use visionary and inspirational messages - rely on non-verbal communication - appeal to ideological values - attempt to intellectually stimulate employees - display confidence in self and followers - set high performance expectationsGholipour A. 2011. Organizational Behavior. University of Tehran.
اسلاید 36: Charismatic LeadersVision and articulation. Has a vision—expressed as an idealized goal—that proposes a future better than the status quo; and is able to clarify the importance of the vision in terms that are understandable to others.Personal risk. Willing to take on high personal risk, incur high costs and engage in self-sacrifice to achieve the vision.Environmental sensitivity. Able to make realistic assessments of the environmental constraints and resources needed to bring about change.Sensitivity to follower needs. Perceptive of others’ abilities and responsive to their needs and feelings.Unconventional behavior. Engages in behaviors that are perceived as novel and counter to norms.Gholipour A. 2011. Organizational Behavior. University of Tehran.
اسلاید 37: The Leader-Member Exchange (LMX Model)This model is based on the idea that one of two distinct types of leader-member exchange relationships evolve, and these exchanges are related to important work outcomes. - 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 likingResearch supports this modelGholipour A. 2011. Organizational Behavior. University of Tehran.
اسلاید 38: Substitutes for LeadershipSubstitutes for leadership represent situational variables that can substitute for, neutralize, or enhance the effects of leadership. Conditions that limit a leader’s influence or make a particular leadership style unnecessary.Research shows that substitutes for leadership directly influence employee attitudes and performance. Examples:Training and experience replace directive leadershipCohesive team replaces supportive leadershipSelf-leadership replaces achievement-oriented leadershipGholipour A. 2011. Organizational Behavior. University of Tehran.
اسلاید 39: Goals That AreFormalized orRules That Are RigidJobs That Are Unambiguous orHighly SatisfyingWorkgroupsThat Are CohesiveWorkers That AreExperienced orHighly-TrainedIs LeadershipAlways Relevant?Gholipour A. 2011. Organizational Behavior. University of Tehran.
اسلاید 40: Substitutes for LeadershipCharacteristicRelationship-Oriented or Considerate Leader Behavior is UnnecessaryTask-Oriented or Initiating Structure Leader Behavior is UnnecessaryOf the Subordinate1. Ability, experience, training, knowledgeX2. Need for IndependenceXX3. “Professional” orientationXX4. Indifference toward organizational rewardsXXOf the Task5. Unambiguous and RoutineX6. Methodically invariantX7. Provides its own feedback concerning accomplishmentX8. Intrinsically satisfying. XGholipour A. 2011. Organizational Behavior. University of Tehran.
اسلاید 41: CharacteristicRelationship-Oriented or Considerate Leader Behavior is UnnecessaryTask-Oriented or Initiating Structure Leader Behavior is UnnecessaryOf the Organization9. Formalization (explicit plans, goals, and areas of responsibility)X10. Inflexibility (rigid, unbending rules and procedures)X11. Highly specified and active advisory and staff functionsX12. Closely knit, cohesive work groupsXX13. Organizational rewards not with the leader’s controlXX14. Spatial distance between superior and subordinateXXSubstitutes for Leadership (cont)Gholipour A. 2011. Organizational Behavior. University of Tehran.
اسلاید 42: Servant and SuperleadershipServant Leadership represents a philosophy in which leaders focus on increased service to others rather than to oneself.A superleader is someone who leads others to lead themselves by developing employees’ self-management skills.Superleaders attempt to increase employees’ feelings of personal control and intrinsic motivation.Gholipour A. 2011. Organizational Behavior. University of Tehran.
اسلاید 43: Characteristics of the Servant-Leader1. ListeningServant-leaders focus on listening to identify and clarify the needs and desires of a group.2. EmpathyServant-leaders try to empathize with others’ feelings and emotion. An individual’s good intentions are assumed even when he or she performs poorly.3. HealingServant-leaders strive to make themselves and others whole in the face of failure or suffering.4. AwarenessServant-leaders are very self-aware or their strengths and limitations. Gholipour A. 2011. Organizational Behavior. University of Tehran.
اسلاید 44: Characteristics of the Servant-Leader (continued)5. PersuasionServant-leaders rely more on persuasion than positional authority when making decisions and trying to influence others.6. Conceptualization Servant-leaders take the time and effort to develop broader based conceptualthinking. Servant-leaders seek an appropriate balance between a short- term, day-to-day focus and a long-term, conceptual orientation.7. ForesightServant-leaders have the ability to foresee future outcomes associated with a current course of action or situation.Gholipour A. 2011. Organizational Behavior. University of Tehran.
اسلاید 45: Characteristics of the Servant-Leader (continued)8. StewardshipServant-leaders assume that they are stewards of the people and resources they manage.9. Commitment toServant-leaders are committed to people beyond their the growth ofimmediate work role. They commit to fostering peoplean environment that encourages personal, professional, and spiritual growth.10. BuildingServant-leaders strive to create a sense of community both Communitywithin and outside the work organization. Gholipour A. 2011. Organizational Behavior. University of Tehran.
اسلاید 46: What Is Trust?Integrity: honesty and truthfulnessCompetence: knowledge and skillConsistency: reliability and predictabilityLoyalty: willingness to protectOpenness: give full trueGholipour A. 2011. Organizational Behavior. University of Tehran.
اسلاید 47: Employees’ Trust in Their CEOsEmployees who believe in senior management:Gholipour A. 2011. Organizational Behavior. University of Tehran.
اسلاید 48: DeterrenceBasedKnowledgeBasedIdentificationBasedThree Types of TrustGholipour A. 2011. Organizational Behavior. University of Tehran.
اسلاید 49: Building TrustPractice OpennessPromote FairnessExpress FeelingsKeep ConfidencesBe ConsistentKeep PromisesTell the TruthShow Competence Gholipour A. 2011. Organizational Behavior. University of Tehran.
اسلاید 50: Authentic LeadershipConfidentHopefulOptimisticResilientTransparentMoral / ethicalFuture orientedAssociate buildingGholipour A. 2011. Organizational Behavior. University of Tehran.
اسلاید 51: Level 5 LeaderGholipour A. 2011. Organizational Behavior. University of Tehran.
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