Chapter 8: Organization Leadership Introduction Great Leader ✓ Solved

Chapter 8: Organization Leadership Introduction Great leaders

Great leaders exist in business, politics, the military, and even sports. Leadership can be used for good and for evil. Communication is a tool used to activate messages to followers. Leadership is a socially constructed phenomenon.

Case Study: Charismatic Preacher

Reverend Jim Jones was a charismatic, influential preacher who led rapidly growing congregations throughout California. People were so inspired that they donated their entire worldly possessions, traveled to South America, and built a community. Several years later, the Reverend leads a mass suicide of 909 people in his town of Jonestown, Guyana. Why would people be so committed to him that they would participate in a mass suicide? What does this say about leadership?

Trait Approach to Leadership

If a person has certain traits, they will be a more effective leader. Big Five personality traits with leadership potential include: Extraversion, Conscientiousness, Openness to experience, Ambition, Energy. The trait approach to leadership seems to be best able to predict leader emergence rather than leader effectiveness. There is a difference between possessing a trait and being perceived to possess a trait.

Leadership Behaviors

The behavioral approach to leadership examines what leaders actually do and the behaviors leaders use to achieve their goals. It’s a matter of what you do (behavior theory), rather than who you are (trait theory) as a leader.

Critical Thinking Questions – Traits and Behaviors

How does the perspective that leadership is something you do versus something you are change the responsibilities of a leader?

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Initiating Structure: Extent to which a leader defines and structures the roles of employees in the goal attainment effort. Production-oriented leaders have behavior similar to initiating structure.

Consideration: Leader respects employees’ thoughts, ideas, and feelings, expresses appreciation and support, and develops an environment of mutual trust. Employee-oriented leaders also value consideration.

Managerial Grid

Questions examined by contingency theorists include: What are the situational factors that actually matter in leadership? To what leadership styles do they best connect?

Least Preferred Co-Worker

Fiedler (1967) developed Least Preferred Co-Worker (LPC) questionnaire. Rating “least preferred coworker harshly = task-oriented leader. Rating “least preferred coworker benevolently = relationship-oriented.

Once individual leadership style is assessed, the situation is determined through three dimensions: 1) Leader-member relations, 2) Task structure, 3) Position power.

Critical Thinking Questions – Least Preferred

Why does the way a person treats the least preferred co-worker likely say the most about their style of leadership?

Think about your experiences working in groups. How did you feel about the least-preferred group member? What kind of leader are you likely to be based on this?

Leader-Member Exchange

Leader-Member Exchange Theory demonstrates how leaders can create their own context, by creating in-groups and out-groups amongst their own employees. In-Group members receive trust, openness in communication, and high levels of interactions with the leader. Out-Group members receive less leader attention, more formalistic relations, and are generally not provided the same resources and encouragement in their skill development.

Situational Leadership

The style of leadership should consider the maturity of one’s subordinates. The model includes four leadership quadrants: Telling (low maturity employees), Selling (low to moderate maturity employees), Participating (moderate to high maturity employees), and Delegating (high maturity employees).

Continuum of Leadership Behavior

A successful manager or leader must be able to match their behavior to the specific situation in which they find themselves.

Charismatic Leadership and Transformational Approaches

These approaches attempt to blend three questions into a unified method. Is leadership who we are? Is leadership what we do? Is leadership the relationship between the leader and situation?

Charismatic Leadership Theory

This theory asserts that followers attribute extraordinary leadership abilities to leaders when they observe a combination of behaviors

Transformational Leadership Theory

Transactional leaders guide their followers through defined role requirements, while transformational leadership inspires follower effort for the good of the organization, focusing on individual consideration, intellectual stimulation, inspirational motivation, and idealized influence.

Authentic Leadership

This focuses on the moral aspects of being a leader, addressing downfalls of charismatic leadership. Authentic behaviors produce trust and encourage faith in leaders.

Challenges to the Leadership Construct

Attribution theory suggests that leadership may not always be relevant in every situation. There are also substitutes and neutralizers that can limit the effects of leader behavior.

Case Study: Lead with LUV

Colleen Barrett, President of Southwest Airlines, defined leadership as loving and supportive, highlighting the importance of positive organizational culture.

Leading Change

Good leaders must be willing to adapt to change and help others do the same, understanding that strong communication and listening skills are essential.

The Distinction Between Leadership and Management

Leadership is about influencing goals, while management focuses on planning and organizing functions.

Context Matters

The context of leadership varies significantly in different organizational environments such as for-profit organizations, small businesses, and non-profits, each having unique challenges and advantages.

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Effective leadership is fundamental to organizational success and can significantly influence group dynamics, productivity, and employee satisfaction. Leaders, regardless of their environment, impact how teams function and achieve their goals. Understanding the various dimensions of leadership—including traits, behaviors, and contextual factors—provides insight into how leaders can be more effective.

As illustrated in the case of Reverend Jim Jones, leadership can mobilize people toward both constructive and destructive ends. Jones' ability to inspire his followers led to a tragic outcome, demonstrating that the potency of leadership is intertwined with the ethical implications of the vision being pursued (Bryman, 2013). The trait model suggests that certain inherent characteristics predispose individuals to be effective leaders; for instance, the Big Five personality traits—extraversion, conscientiousness, openness to experience, ambition, and energy—are key indicators of leadership potential (Judge et al., 2002). However, a leader’s effectiveness is not solely determined by these traits; situational contexts and behaviors play equally vital roles.

The behavioral approach emphasizes that effective leadership is about what leaders do rather than merely who they are. This theory focuses on the observable actions of leaders, suggesting that the functions of initiating structure and consideration are essential in fostering a productive work environment (Northouse, 2018). Effective leaders articulate expectations while also valuing and attending to the thoughts and feelings of their team members. This dual focus not only nurtures strong employer-employee relationships but also improves organizational outcomes.

Moreover, leadership theories like the Leader-Member Exchange Theory highlight the importance of relational dynamics within organizations. Leaders who prioritize communication and trust with their in-group create a more engaged team, ultimately leading to higher productivity. Conversely, out-group members may feel marginalized, leading to lower morale and performance (Graen & Uhl-Bien, 1995).

Fiedler’s Least Preferred Co-Worker (LPC) model offers further insight by suggesting that leadership effectiveness relies heavily on the context in which leaders operate. Leadership styles should adapt according to leader-member relations, task structure, and position power (Fiedler, 1967). Such adaptability underscores the requirement for leaders to assess and react to their specific environments skillfully.

Transformation and charismatic leadership theories offer a more inspirational view, proposing that effective leaders should motivate followers to surpass their self-interests for the benefit of the organization. Transformational leadership, in particular, relies on idealized influence, intellectual stimulation, individualized consideration, and inspirational motivation to cultivate an environment ripe for innovation and change (Bass & Avolio, 1994). This approach empowers followers and encourages a collective vision, standing in stark contrast to transactional leadership characterized by more routine managerial functions.

Authentic leadership also contributes to our understanding of effective leadership in contemporary contexts. By emphasizing ethical and moral dimensions, authentic leadership fosters trust and enhances organizational culture (Avolio & Gardner, 2005). Authentic leaders' commitment to transparency and integrity promotes an environment conducive to open communication and feedback, essential aspects during times of change.

Moreover, the impact of context on leadership effectiveness cannot be overstated. For various organizational types—for-profit corporations, non-profits, and small businesses—leadership dynamics are highly influenced by the unique structures and cultures inherent in these environments (Harrison, 2012). Leaders in larger organizations may face bureaucratic challenges, while those in smaller settings may enjoy greater flexibility and faster decision-making processes.

In conclusion, the exploration of leadership through different theoretical lenses reveals the complex interplay between a leader's traits, behaviors, interactions, and the surrounding context. Successful leadership is a multifaceted construct that requires a deep understanding of both self and environment. Effective leaders are those who can not only navigate their unique organizational contexts but also inspire, empower, and foster meaningful relationships with their followers.

References

• Avolio, B. J., & Gardner, W. L. (2005). Authentic Leadership Development: Getting to the root of positive forms of leadership. The Leadership Quarterly, 16(3), 315-338.
• Bass, B. M., & Avolio, B. J. (1994). Improving organizational effectiveness through transformational leadership. Sage Publications.
• Bryman, A. (2013). Leadership in Organizations. In Leadership: A Critical Perspective(pp. 290-307). London: Routledge.
• Fiedler, F. E. (1967). A Theory of Leadership Effectiveness. McGraw-Hill.
• Graen, G. B., & Uhl-Bien, M. (1995). Relationship-based approach to leadership: Development of Leader-Member Exchange (LMX) theory of leadership over 25 years: Applying a multi-level multi-domain perspective. The Leadership Quarterly, 6(2), 219-247.
• Harrison, R. (2012). Leading Change: Why Transformation Efforts Fail. Journal of Organizational Change Management, 25(2), 230-243.
• Judge, T. A., Piccolo, R. F., & Ilies, R. (2004). The forgotten ones? The validity of consideration and initiating structure in leadership research. Journal of Applied Psychology, 89(1), 36-51.
• Northouse, P. G. (2018). Leadership: Theory and Practice. SAGE Publications.