Stéphanie MITRANO-MÉDA




 Organisational Behaviour



week 9: leadership
Today’s Group presentations

➊  Individual & group
                                     ➍
decision making & ethics        ...
Leaders in the organisation
Leadership
“ The ability to influence employees
 to go above and beyond mechanical
 compliance with the routine directives
...
formal Leaders informal Leaders
Leadership position       Influencers
in the organisation   in the organisation


 Legitima...
Managers and leaders
➊
 Creating
an agenda.

     ➋
        Developing a
       human network
        for achieving
         the agenda.

     ...
➊ Creating an agenda

  Planning &           Establishing
  budgeting             direction




 Managers              Lea...
➋ Developing a human network

 Organising &        Aligning
   staffing            people




 Managers            Leaders
➌ Executing the agenda

 Controlling &           Motivating
problem-solving          & inspiring




 Managers            ...
➍ Outcomes

 Predictability
                  Change
    & order




 Managers         Leaders
Leadership typology
➊ Transactional or transformational

  Transactional Leader       Transformational Leader



Recognises what people
want f...
➊ Transactional or transformational

  Transactional Leader       Transformational Leader



Recognises what people       ...
➊ Transactional or transformational

  Transactional Leader       Transformational Leader



Recognises what people       ...
➊ Transactional or transformational

  Transactional Leader   Transformational Leader




     Manager                   L...
➋ Leadership stages

Stage 1: Custodial leadership
         Improving working conditions, compensation &
         benefits....
➋ Leadership stages

Stage 1: Custodial leadership
         Improving working conditions, compensation &
         benefits....
➋ Leadership stages

Stage 1: Custodial leadership
         Improving working conditions, compensation &
         benefits....
➋ Leadership stages




                                 }
Stage 1: Custodial leadership
                                 ...
➌ Leader personality

Some characteristics to predict leadership:
Drive, desire to lead, integrity, self-confidence,
intell...
➍ Leadership behaviour
Con cern
for People




                         Concern for
                         Production
➍ Leadership behaviour
Con cern
for People   country
             club mgt




                         Concern for
      ...
➍ Leadership behaviour
Con cern
for People   country
             club mgt




                         authority
        ...
➍ Leadership behaviour
Con cern
for People    country
              club mgt




             impoverished   authority
   ...
➍ Leadership behaviour
Con cern
for People    country
              club mgt


                            organisation
  ...
➍ Leadership behaviour
Con cern
for People    country
              club mgt                     team mgt


              ...
Ted talk video - Itay Talgam - «Leading like conductors»




http://www.ted.com/talks/lang/eng/itay_talgam_lead_like_the_g...
Contingency approach to leadership
Various leadership styles for various situations.




                             Leader-member
     Task oriented       ...
The path-goal model



Leader behaviours        Leadership
                       effectiveness
Directive
                ...
The path-goal model


                         Employee
Leader behaviours      characteristics     Leadership
            ...
The path-goal model


                         Employee
  Locus of control     characteristics
Leader behaviours          ...
The path-goal model


                         Employee
Leader behaviours      characteristics     Leadership
            ...
The path-goal model


                         Employee
Leader behaviours      characteristics     Leadership
  Task struc...
Group Exercise


Which style of
leadership is
appropriate for
the type of
employees in your
organisation?
authentic leaders
Alternative theories to leadership
LMX

      Interacting with the group as a whole
LMX

Leader-Member eXchange model
LMX
Leader-Member eXchange model
                      Interacting with
                      each individual
Attribution model
 Observed poor
 performance



Causal attribution



Leader behaviour
in response
Attribution model
 Observed poor
 performance
                     Information cues:
                     Distinctiveness
...
Attribution model
 Observed poor
 performance



                     Internal causes
Causal attribution
                 ...
Attribution model
 Observed poor
 performance



Causal attribution
                     Perceived source
                ...
Attribution model
 Observed poor
 performance



Causal attribution
                     Reprimand
                     Tr...
Substitutes for leadership

  Neutralisers          Substitutes
Factors making it      Factors making the
impossible for t...
Substitutes for leadership




           Self-managed
               teams
Substitutes for leadership


  Sharing the vision
                       Organisational goals

                           ...
Leadership video
Individual assignments by email before 4/12/09
➊ Perceptions, attitudes &
                             ➎
                 ...
Suggestions for individual assignment
Read chapter 9 in SNN.

• Do the leadership style test on
  p272-274 and comment wit...
further
          Chapter 9
reading
about
today’s
          Chapter 15
lecture
Final Exam (3 hours)
A four page case study.

20 multiple choice
questions.

1 right answer per
question.

Only translatio...
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Organisational Behaviour -- OB 9

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Series of lectures on Organisational Behaviour for Bachelor Student at Euromed Management - Business School based in Marseille, France.

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Organisational Behaviour -- OB 9

  1. 1. Stéphanie MITRANO-MÉDA Organisational Behaviour week 9: leadership
  2. 2. Today’s Group presentations ➊ Individual & group ➍ decision making & ethics Conflicts in organisations present in week 7 present in week 4 ➋ Organisational ➎ environment Learning and motivation present in week 5 present in week 8 ➌ Organisational structure ➏ Power, politics & influence present in week 6 present in week 9 2 groups to present
  3. 3. Leaders in the organisation
  4. 4. Leadership “ The ability to influence employees to go above and beyond mechanical compliance with the routine directives ” of the organization. (Katz & Kahn, 1978)
  5. 5. formal Leaders informal Leaders Leadership position Influencers in the organisation in the organisation Legitimate power Expert or referent power CEO Any position - group member recognised for a particular skill
  6. 6. Managers and leaders
  7. 7. ➊ Creating an agenda. ➋ Developing a human network for achieving the agenda. ➌ Executing the agenda. ➍ Outcomes.
  8. 8. ➊ Creating an agenda Planning & Establishing budgeting direction Managers Leaders
  9. 9. ➋ Developing a human network Organising & Aligning staffing people Managers Leaders
  10. 10. ➌ Executing the agenda Controlling & Motivating problem-solving & inspiring Managers Leaders
  11. 11. ➍ Outcomes Predictability Change & order Managers Leaders
  12. 12. Leadership typology
  13. 13. ➊ Transactional or transformational Transactional Leader Transformational Leader Recognises what people want from their work. Exchange rewards for people’s effort. Are responsive to people’s self-interests if job is done.
  14. 14. ➊ Transactional or transformational Transactional Leader Transformational Leader Recognises what people Raises people’s awareness want from their work. & commitment to results. Exchange rewards for Encourages to go beyond people’s effort. self-interest for the sake of organisation. Are responsive to people’s self-interests if job is Alters people’s needs or done. expand their wants.
  15. 15. ➊ Transactional or transformational Transactional Leader Transformational Leader Recognises what people Raises people’s awareness want from their work. & commitment to results. es at for ir es iv ns p people’st Exchange rewards Encourages to go beyond M o effort. I self-interest for the sake of organisation. Are responsive to people’s self-interests if job is Alters people’s needs or done. expand their wants.
  16. 16. ➊ Transactional or transformational Transactional Leader Transformational Leader Manager Leader
  17. 17. ➋ Leadership stages Stage 1: Custodial leadership Improving working conditions, compensation & benefits. Stage 2: Managerial leadership Stage 3: Charismatic leadership
  18. 18. ➋ Leadership stages Stage 1: Custodial leadership Improving working conditions, compensation & benefits. Stage 2: Managerial leadership Providing challenging work, building cohesive teams & involving people in decisions. Stage 3: Charismatic leadership
  19. 19. ➋ Leadership stages Stage 1: Custodial leadership Improving working conditions, compensation & benefits. Stage 2: Managerial leadership Providing challenging work, building cohesive teams & involving people in decisions. Stage 3: Charismatic leadership Developing common vision, discovering new opportunities & strengthening people’s control of their destinies.
  20. 20. ➋ Leadership stages } Stage 1: Custodial leadership Transactional L e a d e r Stage 2: Managerial leadership Stage 3: Charismatic leadership transformational L e a d e r
  21. 21. ➌ Leader personality Some characteristics to predict leadership: Drive, desire to lead, integrity, self-confidence, intelligence, and knowledge of business. The big 5 personality traits of leadership: Extraversion & Openness The Charismatic Leader predictor scale: Proactive personality scale
  22. 22. ➍ Leadership behaviour Con cern for People Concern for Production
  23. 23. ➍ Leadership behaviour Con cern for People country club mgt Concern for Production
  24. 24. ➍ Leadership behaviour Con cern for People country club mgt authority management Concern for Production
  25. 25. ➍ Leadership behaviour Con cern for People country club mgt impoverished authority management management Concern for Production
  26. 26. ➍ Leadership behaviour Con cern for People country club mgt organisation person mgt impoverished authority management management Concern for Production
  27. 27. ➍ Leadership behaviour Con cern for People country club mgt team mgt organisation person mgt impoverished authority management management Concern for Production
  28. 28. Ted talk video - Itay Talgam - «Leading like conductors» http://www.ted.com/talks/lang/eng/itay_talgam_lead_like_the_great_conductors.html
  29. 29. Contingency approach to leadership
  30. 30. Various leadership styles for various situations. Leader-member Task oriented relations or People oriented Task structure Position power
  31. 31. The path-goal model Leader behaviours Leadership effectiveness Directive Motivation Supportive Satisfaction Achievement-oriented Performance Participative
  32. 32. The path-goal model Employee Leader behaviours characteristics Leadership effectiveness Directive Motivation Supportive Satisfaction Achievement-oriented Performance Participative
  33. 33. The path-goal model Employee Locus of control characteristics Leader behaviours Leadership Task ability effectiveness Directive for Need Motivation achievement Supportive Satisfaction Need for clarity Achievement-oriented Need for Performance Participative independence Experience
  34. 34. The path-goal model Employee Leader behaviours characteristics Leadership effectiveness Directive Motivation Supportive Satisfaction Achievement-oriented Performance Participative Environmental factors
  35. 35. The path-goal model Employee Leader behaviours characteristics Leadership Task structure effectiveness Directive Stressful work Motivation Supportivegroup Work Satisfaction Achievement-oriented dynamics Performance Participative Environmental factors
  36. 36. Group Exercise Which style of leadership is appropriate for the type of employees in your organisation?
  37. 37. authentic leaders
  38. 38. Alternative theories to leadership
  39. 39. LMX Interacting with the group as a whole
  40. 40. LMX Leader-Member eXchange model
  41. 41. LMX Leader-Member eXchange model Interacting with each individual
  42. 42. Attribution model Observed poor performance Causal attribution Leader behaviour in response
  43. 43. Attribution model Observed poor performance Information cues: Distinctiveness Consistency Causal attribution Consensus Leader behaviour in response
  44. 44. Attribution model Observed poor performance Internal causes Causal attribution External causes Leader behaviour in response
  45. 45. Attribution model Observed poor performance Causal attribution Perceived source of responsibility Leader behaviour in response
  46. 46. Attribution model Observed poor performance Causal attribution Reprimand Transfer Demotion Leader behaviour Job redesign in response Personal concern Training
  47. 47. Substitutes for leadership Neutralisers Substitutes Factors making it Factors making the impossible for the leader behaviour leader to have an unnecessary. impact. ion ion al nis at ess tion rof ta me cha p en ori
  48. 48. Substitutes for leadership Self-managed teams
  49. 49. Substitutes for leadership Sharing the vision Organisational goals aligned Personal goals Balanced Scorecard
  50. 50. Leadership video
  51. 51. Individual assignments by email before 4/12/09 ➊ Perceptions, attitudes & ➎ Conflicts in organisations personality hand in week 7 hand in week 3 ➋ Individual & group ➏ decision making & ethics Learning and motivation hand in week 8 hand in week 4 ➌ Organisational ➐ Power, politics & environment influence hand in week 5 hand in week 9 ➍ Organisational structure ➑ Leadership hand in week 6 hand in week 10
  52. 52. Suggestions for individual assignment Read chapter 9 in SNN. • Do the leadership style test on p272-274 and comment with real-life experience. • Do the case study on p274. • Write about an experience you had about leadership and connect it to the concepts seen in class.
  53. 53. further Chapter 9 reading about today’s Chapter 15 lecture
  54. 54. Final Exam (3 hours) A four page case study. 20 multiple choice questions. 1 right answer per question. Only translation dictionaries allowed. (no computers or other books)

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