Organizational Behavior by Mcshane, S. (8th edition) a summary
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Organizational Behavior
Chapter 12
Leadership in organizational settings
Leadership: influencing, motivating, and enabling others to contribute toward the effectiveness and success of the organizations of which they are members.
Shared leadership
Shared leadership: the view that leadership is a role, not a position assigned to one person. Consequently, people within the team and organization lead each other.
Shared leadership typically supplements formal leadership. Employees lead along with the formal manager, rather than replace the manager.
Shared leadership flourishes in organizations where the formal leaders are willing to delegate power and encourage employees to take initiative and risks without fear of failure. (a learning orientation culture).
Also collaborative rather than competitive.
The most popular leadership perspective is transformational leadership.
Transformational leadership: a leadership that explains how leaders change teams or organizations by creating, communicating, and modeling a vision for the organization or work unit and inspiring employees to strive for that vision.
Four elements:
Develop and communicate a strategic vision
The heart of transformational leadership is a strategic vision.
Vision: a positive image or model of the future that energizes and unifies employees.
Sometimes this vision is created by the leader, at other times it is formed by employees or other stakeholders and then adopted and championed by the formal leader.
An effective strategic vision has several identifiable features:
A strategic vision is necessarily abstract for two reasons:
A strategic vision’s effectiveness depends on how leaders convey it to followers and other stakeholders.
Model the vision
Transformational leaders do not only talk about a vision, they enact it.
They ‘walk the talk’ by stepping outside the executive suit and doing things that symbolize the vision.
Modeling vision legitimizes and demonstrates what the vision looks like in practice.
Also builds employee trust in the leader.
Encourage experimentation
Transformational leadership is about change, and central to any change is discovering new behaviors and practices that are better aligned with the desired vision.
Effective transformational leaders encourage employees to question current practices and to experiment new ways that are potentially more consistent with the visionary future state.
They support a learning orientation.
Build commitment toward the vision
Transforming a vision into reality requires employee commitment, and transformational leaders build this commitment in several ways.
Transformational leadership and charisma
Charisma is distinct from transformational leadership.
Charisma is a personal trait or relational quality that provides referent power over followers, whereas transformational leadership is a set of behaviors that engage followers toward a better future.
Being charismatic is not inherently good or bad.
But
Evaluating the transformational leadership perspective
Transformational leaders do make difference
Challenges
Managerial leadership: a leadership perspective stating that effective leaders help employees improve their performance and well-being toward current objectives and practices.
Transformational and managerial leadership are described as interdependent perspectives.
Every manager needs to apply both transformational and managerial leadership behaviors to varying degrees.
Task-oriented | People-oriented |
Assign work and clarify responsibilities | Show interest in others as people |
Set goals en deadlines | Listen to employees |
Evaluate and provide feedback on work quality | Make the workplace more pleasant |
Establish well-defined best work procedures | Show appreciation to employees for their performance contribution |
Plan future work activities | Are considerate of employee needs |
Each style has its advantages and disadvantages.
Effective leaders rely on both styles, in different ways.
Servant leadership
Servant leadership: the view that leaders serve followers, rather than vice versa. Leaders help employee fulfill their needs and are coaches, stewards, and facilitators of employee development.
The main objective of servant leadership is to help followers and other stakeholders fulfill their needs and potentially, particularly to become more healthier, wiser, freer, more autonomous, more likely themselves to become servants.
Features:
Path-goal leadership theory
Path-goal leadership theory: a leadership theory stating that effective leaders choose the most appropriate leadership style(s), depending on the employee and situation, to influence people expectations about desired results and their positive outcomes.
Path-goal leadership styles
Four leadership styles:
Leaders use two or more styles at the same time, if these styles are appropriate for the circumstances.
Path-goal theory contingencies
Each of the four leadership styles will be more effective in some situations than in others.
Two sets of situational variables that moderate the relationship between a leader’s style and effectiveness.
Four contingencies
Evaluating path-goal theory
As path-goal theory expands, the model may become too complex for practical use.
In reality, leaders typically have a preferred style.
Other managerial leadership theories
Situational leadership theory
Situational leadership theory (SLT): a commercially popular but poorly supported leadership model stating that effective leaders vary their style with the motivation and ability of followers.
Identifies four leadership styles
Fiedler’s contingency model
Fiedler’s contingency model: a leadership model stating that leader effectiveness depends on whether the person’s natural leadership style is appropriately matched to the situation.
Depends on:
Leadership substitutes
Leadership substitutes: a theory identifying conditions that either limit a leader’s ability to influence subordinates or make a particular leadership style unnecessary.
Implicit leadership theory: a theory stating that people evaluate a leader’s effectiveness in terms of how well that person fits preconceived beliefs about the features and behaviors of effective leaders (leadership prototypes) and that people tend to inflate the influence of leaders on organizational events.
Prototypes of effective leaders
Everyone has leadership prototypes, preconceived beliefs about the features and behaviors of effective leaders.
These prototypes shape the follower’s expectations and acceptance of other leaders. They also influence our perception of the leader’s effectiveness.
People want to trust their leader before they are willing to serve as followers, yet the leader’s actual effectiveness usually isn’t known for several months of possibly years.
The prototype comparison process is a quick way of estimating the leader’s effectiveness.
The romance of leadership
Followers tend to inflate the perceived influence of leaders on the organization’s success. The romance of leadership.
Exists because people in most cultures want to belief that leaders make a difference.
Two reasons people overestimate the leader’s influence on organizational outcomes
One way that followers inflate their perceptions that leaders make a difference is through fundamental attribution error.
Authentic leadership
Authentic leadership: the view that effective leaders need to be aware of, feel comfortable with, and act consistently with their values, personality, and self-concept.
Knowing yourself and being yourself.
To be themselves, great leaders regulate their decisions and behavior is several ways:
Personal attributes perspective limitations and practical implications
The leadership attributes perspective has a few limitations:
Cultural values and perspectives affect what leaders do. Implicit leadership theory.
Gender and leadership
Women do adopt a participative leadership style more readily than their male counterparts.
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This is a summary of the book Organizational Behavior by Mcshane, S (8th edition). This book is about psychology at the workplace. It contains for instance ways to increase employee satisfaction and workplace dynamics. The book is used in the course 'Labor and and
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