Prof Massimiliano Pellegrini Chapter 8 Leadership Fincham Rhodes

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Prof. Massimiliano Pellegrini Chapter 8: Leadership Fincham & Rhodes 2005: Principles of Organizational Behaviour

Prof. Massimiliano Pellegrini Chapter 8: Leadership Fincham & Rhodes 2005: Principles of Organizational Behaviour HRM &OB module 2017/2018 Prof. Massimiliano Pellegrini

Leadership • The activity of leading/guiding a group of people or an organization or

Leadership • The activity of leading/guiding a group of people or an organization or it can be also considered as the ability to do that. This ability is so obtaining results from the led subject(s) or entity(ies). • Interaction of factors: the leader, the followers and the situation

Leadership theories: leadership traits (1) • Basic assumption: leaders are born • Personality, intelligence,

Leadership theories: leadership traits (1) • Basic assumption: leaders are born • Personality, intelligence, motivation (i. e. personal qualities) define leaders • An amalgam of biogenetic & biographical forces

Leadership theories: leadership traits (2), Personality 1. Conscientiousness (high): • • Strong work ethic

Leadership theories: leadership traits (2), Personality 1. Conscientiousness (high): • • Strong work ethic Clear principles 2. Extraversion (high): • • Create & display excitement Are affiliative 3. Innovativeness & vision: vision • Openness to experience & clear direction

Leadership theories: leadership traits (3), Personality 4. Neuroticism (low): • • • Strong defense

Leadership theories: leadership traits (3), Personality 4. Neuroticism (low): • • • Strong defense against & lack of anxiety Facilitate sense-making in others Emotional resilience 5. Empathy • • Individualized consideration Emotional intelligence 6. Humility, humour, charisma, internal locus of control

Leadership theories: leadership traits (4), Intellegence • Intelligence & leadership effectiveness may not be

Leadership theories: leadership traits (4), Intellegence • Intelligence & leadership effectiveness may not be related • Contextual variables (staff abilities & work-group) impact on effectiveness • Moderate than high intelligence • On a different wavelength • Cognitive power • How much one can cope with • Interaction between G & work experience

Leadership theories: leadership traits (5), Motivation 1. 2. 3. 4. 5. 6. The need

Leadership theories: leadership traits (5), Motivation 1. 2. 3. 4. 5. 6. The need to manage Family background (Levicki) Self-actualization (Maslow) Achievement orientation (Mc. Clelland) Lifestyle – ‘enlargers’ (Bray) Wealth (no evidence as a motivator) Leadership is a relation among people, not the outcome of traits

Leadership theories: leadership styles (1) The range of behaviours: • (1) Exploitative & (2)

Leadership theories: leadership styles (1) The range of behaviours: • (1) Exploitative & (2) Benevolent autocratic • Legitimacy of managerial authority, no participation, formal relations, punitive methods of control or rewards • (3) Consultative & (4) Democratic • Participation, trust, two-way communication

Leadership theories: leadership styles (2) The democratic leader: leader 1. 2. 3. 4. 5.

Leadership theories: leadership styles (2) The democratic leader: leader 1. 2. 3. 4. 5. Clarifying Reducing Distributing responsibility Developing others Facilitating Requires skills, personal & organizational commitment

Leadership theories: Situational leadership (1) • Task oriented vs. relationship oriented leadership Favourablity of

Leadership theories: Situational leadership (1) • Task oriented vs. relationship oriented leadership Favourablity of the situation to the leader Leader-group relations Task structure Position power

Leadership theories: Situational leadership (1), Fiedler • Task oriented vs. relationship oriented leadership Favourablity

Leadership theories: Situational leadership (1), Fiedler • Task oriented vs. relationship oriented leadership Favourablity of the situation to the leader Leader-group relations Task structure Position power

Leadership theories: Situational leadership (2), Fiedler

Leadership theories: Situational leadership (2), Fiedler

Leadership theories: Situational leadership (3), Hersey & Blanchard’s high-probability leadership • Combined Fiedler, Stogdill,

Leadership theories: Situational leadership (3), Hersey & Blanchard’s high-probability leadership • Combined Fiedler, Stogdill, Fleishman & Ohio researchers • Key situational issues: • readiness and maturity of followers • Prescription to leaders: • diagnose the readiness level of the followers for a particular task • provide the appropriate leadership style for that situation

Leadership theories: Situational leadership (3), Hersey & Blanchard’s high-probability leadership

Leadership theories: Situational leadership (3), Hersey & Blanchard’s high-probability leadership

Leadership theories: Charismatic and transformational leadership Leaders & followers raise one another to higher

Leadership theories: Charismatic and transformational leadership Leaders & followers raise one another to higher levels of motivation & morality Core components: components 1. 2. 3. 4. Charismatic communication style Communicating a vision Implementing a vision Individualised consideration 1. 2. 3. 4. Idealised influence Inspirational motivation Intellectual stimulation Individualised consideration

From theory to practice • Sensitivity training & team-building • Be able to perceive

From theory to practice • Sensitivity training & team-building • Be able to perceive the needs of the followers • Situational leadership • Leader-match training: identify in what situation the leader is more likely to be effective • Skills training • Improve the ability of the trainee to perceive & understand their staff & work situation/ develop behaviours associated with the new skills