OB: leadership

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Materials sources: John Kotter's publication on HBR, "Essentials of Organizational Behavior" by Timothy Judge, and "Fundamentals of Management" by Ricky W. Griffin.

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OB: leadership

  1. 1. Organizational Behavior Seminar Presentation Instructor : Prof. Norihiko Takeuchi Speaker : William (LIU, Shih -Wei)
  2. 2. Who you want to work for? Leader A Leader F Cares about achievement Cares about fame Humble background Highborn No sexual indulgence Numerous affairs Vegetarian/ No liquor Alcoholic
  3. 3. Leaders Managers
  4. 4. Leadership vs. Management Leadership Management • About coping with change • About coping with complexity • Establish direction, align resources and inspire • Brings about order and consistency
  5. 5. Leadership vs. Management Leadership Activity Management Establishing direction and vision for the organization Creating an agenda Planning and budgeting, allocating resources Aligning people through communications and actions that provide direction Developing a human network for achieving the agenda Organizing and staffing, structuring and monitoring implementation Motivating and inspiring by satisfying needs Executing plans Controlling and problem solving Produces useful change and new approaches to challenges Outcomes Produces predictability and order and attains results
  6. 6. Leadership vs. Management “Leadership is the process of influencing a group toward the achievement of goals.”
  7. 7. Leadership vs. Management People with both leaderships and managerial skills are suitable for becoming CEOs.
  8. 8. Leaders
  9. 9. Trait Theories Differentiate leaders from nonleaders by focusing on personal qualities and characteristics.
  10. 10. Trait Theories Judge, T. A., et al. 87(4): 765-780.
  11. 11. Trait Theories E C A O N
  12. 12. Trait Theories Judge, T. A., et al. 87(4): 765-780.
  13. 13. Trait Theories • Extraversion related strongest to leadership • Conscientiousness and openness to experience also strongly related to leadership • Traits are better at predicting leader emergence than leader effectiveness
  14. 14. Leaders
  15. 15. Ohio State Studies • Initiating structure - attempts to organize work, work relationships, and goals • Consideration - concern for followers’ comfort, well-being, status, and satisfaction
  16. 16. University of Michigan Studies • Production-oriented - emphasize the technical or task aspects of the job • Employee-oriented - emphasize interpersonal relations
  17. 17. Blake and Mouton’s Managerial Grid® Country Club Team Manager Middle of the road Impoverished Authority Compliance
  18. 18. Behavior Theory • Concern for Production - better performance, but low satisfaction and high absences • Concern for People - low performance, but high satisfaction and low absences
  19. 19. Situational
  20. 20. Fiedler Leadership Model Leadership style Contingence Leader-member relations Task structure Position Power
  21. 21. Fiedler Leadership Model
  22. 22. Fiedler Leadership Model Task Relationship Task Low Control Moderate Control High Control
  23. 23. Leader-Member Exchange Theory
  24. 24. “With 1,000 data points, it would be near impossible not to find in it a certain number of “significant” correlations of sorts.” -Nassim Taleb
  25. 25. How Could They?
  26. 26. How to Get Charisma?
  27. 27. Charismatic Leadership Vision Risk Charisma Need Behavior
  28. 28. Charismatic Leadership • Articulates an appealing vision • Communicates high performance expectations and expresses confidence • Conveys, through words and actions • Engages in emotion-inducing behaviors
  29. 29. $ 6,000
  30. 30. Problematic CEOs Jeffrey Skilling
  31. 31. Problematic CEOs Tsuyoshi Kikukawa
  32. 32. Transformation and transaction
  33. 33. Transformational Leadership • Transactional leaders - motivate their followers in the direction of established goals • Transformational leaders - inspire followers to transcend their own selfinterests
  34. 34. Transformational Leadership
  35. 35. Authentic and Ethics Leaderships
  36. 36. Challenges
  37. 37. Attribution theory of leadership • Company performance DID lead to perceptions of charisma Stan O’ Neal
  38. 38. Substitutes for leadership Trained/ Experienced Need Leaders?
  39. 39. A case at P&G: A new face for CEO Durk Jager A.G. Lafley
  40. 40. Who you want to work for? Adolf Hitler Franklin D. Roosevelt
  41. 41. Thanks for Your Attention!

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