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© Faisol Chowdhury 1

Organisational BehaviourMGT 321

Lecture 13

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Wood et al. 2004; Wikipedia2008; About.com 2008 2

Leadership

Leadership can refer to:

  The ability to get people to follow voluntarily.

  Those entities that perform one or more acts of leading.

  The ability to affect human behaviour so as to accomplish amission designated by the leader.

  Interpersonal influence that gets an individual or group todo what the leader wants done.

  The art of motivating a group of people to act towardsachieving a common goal.

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Wood et al. 2004 3

Managers & Leaders Are They Different?

Managers -

  are appointed

  have reward and coercive and legitimate power

  power and influence are inherent in their positions

  formal authority is given to them

Leaders

  are emerged, created and sometimes may appointed

  form within a group

  can influence others to perform beyond the actions directedby formal authority

  are created by a mission, run by a vision

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K otter 1990 4

Management versus Leadership

Management Leadership

Planning & Budgeting establishing steps and time, allocatingresources to make things happen.

Developing Vision - for future andstrategies for producing changesneeded.

Organising and Staffing  plan,structure, delegate responsibility &authority to carry out plans, policiesand procedure.

 Aligning People  communication,cooperation, influence, team works.

Controlling & Problem Solving Monitor results against plan.

Motivation & Inspiring Energisingpeople to overcome barriers.

Predictability & Order producingkey results for stakeholders according

to their expectation.

Produces changes dramatic &useful changes to take stakeholdersexpectations to a new degree.

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Wood et al. 2004; Wikipedia 2008 5

Leadership Types

Formal Leadership exercising influence from a position of formal authority in an organisation.

E.g. A line manager has the right to command and enforceobedience by virtue of the authority of his position.

Informal Leadership exercising influence through special skillsor resources that meet the needs of other people.

E.g. People such as a political leader, a union leader, amanagerial leader who because of their personal qualities, thedemands of the situation, or a combination of these and other

factors attract followers who accept their leadership within oneor several overlay structures.

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Wood et al. 2004; Feldman 2002 6

Trait Theory and Leadership

Trait Theory a model of personality seeks to identify basictraits (habit, thought, emotion, unique quality etc) necessary todescribe personality.

Trait Leadership identifying a set of traits (charisma,

intelligence etc) that distinguishes leaders from followers.

  Separating leaders from non-leaders (or followers)

  Identifying more effective leaders and less effective leaders

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Wood et al. 2004 7

Behavioural Theory & Leadership

Behavioural Theory - instead of dealing with underlying traits, it considers behaviours or actions.

These theories cite environmental, personal, and behaviouralcharacteristics as the major factors in behavioural

determination.

Behavioural Theory & Leadership

  The Michigan studies

  The Ohio State studies

  The Leadership Grid

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Wood et al. 2004 8

The Michigan Study

In the late 1940s researchers of University of Michigan, USAintroduced this program of research.

 According to this research, there are two basic forms of leadership behaviours:

Employee centred supervision stronger emphasise on welfareof the subordinates / employees.

Production centred supervision stronger emphasise on gettingthe work done than on the welfare of the employees.

In general, employee centred supervisions were found to havemore productive workgroups.

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Wood et al. 2004 9

The Ohio State Study

In the late 1940s researchers of Ohio State University, USA alsointroduced this program of research.

 According to this research, two dimensions of leadershipbehaviours are:

Consideration highly considerate leaders are sensitive topeoples feelings and much like employee-centred leaders,trying to make things pleasant for their followers.

Initiating Structure leaders high in initiating structure are

more concerned with spelling out task requirements andclarifying other aspects of the work agenda, similar toproduction-centred leaders.

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Grid 2007; Wood et al. 2004 10

The Leadership Grid

The leadership /managerial grid is abehavioural grid modeldeveloped by Robert Blake and Jane Mouton in

1964 (both Americanmanagement theoretician)

The optimal leadershipstyle is based on

McGregors Theory Y.

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Wood et al. 2004 11

The Leadership Grid - Explanation

 A nine position grid that places concerns for people on verticalaxis and concerns for production on horizontal Axis.

It measures a managers concern for people and production.

Country club style (9,1)

Impoverished (poor) management style (1,1)

Task management style (1,9)

Middle of the road style (5,5)

Team manager style (9,9) high on both dimensions and theideal leader.

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Wood et al. 2004 12

Reward & Punishment Theory

The leader is seen as someone who manages reinforcements forsubordinates.

Performance contingent reward positive reinforcements forbetter performance, e.g. acknowledgements, recognition etc.

Performance Contingent punishment punitive measures forpoor subordinate performance, e.g. disapproval, negativeness,etc.

Noncontingent reward rewarding subordinate regardless of how well the performance is.

Noncontingent punishment punitive measures regardless of how well the performance is.

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Wood et al. 2004 13

Other Types of Leadership

Transactional - leadership style by which leader exerts influenceduring daily leader-subordinate exchange without muchemotion.

E.g. the daily leadership activities conducted by managers.

Transformational leadership style by which the followers goals are broadened and elevated, and confidence is gained togo beyond expectations.

  Charisma

  Inspiration

  Intellectual simulation

  Individualised consideration

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Wood et al. 2004 14

Transformational Leadership

Charisma is a dimension of leadership that provides vision anda sense of mission, and instills pride, respect and trust.

Inspiration is the communication of high expectations, the useof symbols to focus efforts, and the expression of important 

purposes in simple ways.

Intellectual stimulation promotes intelligence, rationality andcareful problem solving.

Individualised consideration providing personal attention,treats each employee individually, and coaches and advisessubordinates.

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Great Leaders

I believe we should do what 

we do with a sense of fun and

without taking ourselves too

seriously, too! If Virgin stands

for anything, it should be for

not being afraid to try out new

ideas in new areas. 

- Richard Branson

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Great Leaders

Within GE, weve got toupgrade workers skills through

intense and continuous training.

Companies cant promise

lifetime employment, but by

constant training & educationwe may be able to guarantee

lifetime employability. Weve

got to invest totally in our

people. 

- Jack Welch

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References

About.com (2008), Leadership, [online, retrieved on 22nd March 2008], availableat:.http://sbinfocanada.about.com/od/leadership/g/leadership.htm

Feldman, R., (2002), Understanding Psychology, 6th ed., McGraw-Hill, USA.

Grid, (2007), The Leadership Grid, [online, retrieved on 22nd March 2008],

available at:.http://www.gridinternational.com/gridtheory.html

Kotter, J., (1990), A Force for Change, Free Press, UK.Wikipedia, (2008), Leadership, [online, retrieved on 22 March 2008], available

at:.http://en.wikipedia.org/wiki/Leadership

Wood, J., Chapman, J., Fromholtz, M., Morrison, V., Wallace, J., Zeffance, R.,

Schermerhorn, Hunt, Osborn, (2004), Organisational Behaviour, 3rd ed., John

Wiley & Sons, Australia.

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Overview