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

1. Organizational Behavior Seminar
Presentation
Instructor : Prof. Norihiko Takeuchi
Speaker : William (LIU, Shih -Wei)

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. Leaders
Managers

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. 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. Leadership vs. Management
“Leadership is the process of
influencing a group toward the
achievement of goals.”

7. Leadership vs. Management
People with both leaderships and
managerial skills are suitable for
becoming CEOs.

8. Leaders

9. Trait Theories
Differentiate leaders from nonleaders by focusing on personal
qualities and characteristics.

10. Trait Theories
Judge, T. A., et al. 87(4): 765-780.

11. Trait Theories
E
C
A
O
N

12. Trait Theories
Judge, T. A., et al. 87(4): 765-780.

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. Leaders

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. University of Michigan
Studies
• Production-oriented - emphasize the
technical or task aspects of the job
• Employee-oriented - emphasize
interpersonal relations

17. Blake and Mouton’s
Managerial Grid®
Country Club
Team
Manager
Middle of the
road
Impoverished
Authority
Compliance

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. Situational

20. Fiedler Leadership Model
Leadership style
Contingence
Leader-member relations
Task structure
Position Power

21. Fiedler Leadership Model

22. Fiedler Leadership Model
Task
Relationship
Task
Low
Control
Moderate
Control
High
Control

23. Leader-Member Exchange
Theory

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. How Could They?

26. How to Get Charisma?

27. Charismatic Leadership
Vision
Risk
Charisma
Need
Behavior

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. $ 6,000

30. Problematic CEOs
Jeffrey Skilling

31. Problematic CEOs
Tsuyoshi Kikukawa

32. Transformation and
transaction

33. Transformational Leadership
• Transactional leaders - motivate their
followers in the direction of established
goals
• Transformational leaders - inspire
followers to transcend their own selfinterests

34. Transformational Leadership

35. Authentic and Ethics
Leaderships

36. Challenges

37. Attribution theory of
leadership
• Company performance DID lead to
perceptions of charisma
Stan O’ Neal

38. Substitutes for leadership
Trained/ Experienced
Need Leaders?

39. A case at P&G: A new face
for CEO
Durk Jager
A.G. Lafley

40. Who you want to work for?
Adolf Hitler
Franklin D.
Roosevelt

41. Thanks for Your Attention!