Organisations And Leadership In Organisational Behaviour Dev
Organisations And Leadershiporganisational Behaviourdeveloped By Dr R
Organisations and Leadership Organisational Behaviour Developed by Dr. Ruth Barton & Dr. Margaret Heffernan, OAM 1 Aims of the lecture RMIT University© What is leadership? Define leadership Approaches to leadership Mainstream and emerging theories Leadership styles and behaviours Competencies of leadership What is Leadership? RMIT University© Leadership ‘A social process in which one individual influences the behaviour of others without the use or threat of violence’ (Buchanan & Huczynsci, 1985 in Thompson & McHugh, 2009) ‘The acid test of leadership must be its ability to improve organisational leadership’ (Fiedler, 1967, in Thompson and McHugh, 2009) Shared leadership Leadership is broadly distributed, rather than assigned to one person, such that people in the tram and organisation lead each other. (McShane et al. 2013: 382) Approaches to Leadership RMIT University© Fairhurst ( LEADERSHIP Individualism Essence of leadership Dualistic views of power and influence Untheorised / exaggerated agency Competency (Trait) Perspective of Leadership RMIT University© Skills, knowledge, aptitudes and other personal characteristics that lead to superior performance 5 Self-concept Drive Personality Integrity Competency Cognitive ability Knowledge of the business Emotional intelligence RMIT University©2013 Traits and Characteristics eg Stodgill (1974), Handy (1980) Limitations: Assumes that all effective leaders have the same personal characteristics that are equallyimportant in all situations. Alternative combinations of competencies may be equally successful Views leadership as something within a person Indicates leadership potential, not leadership performance Leadership Styles and Behaviours McGregor (1960) Theory X Theory Y RMIT University© Types and Roles Lewin, Lippitt and White (1939) Autocratic Democratic Laissez –faire Benne and Sheats (1948) Task maintenance act Group maintenance act RMIT University© Types and Styles Blake and Mouton’s (1978) Leadership Grid RMIT University© Authentic leadership RMIT University©2013 Emotional intelligence Effective leaders need to act consistently with their values, personality, and self-concept Source: McShane et al 2013: Develop own style Receive feed-back Being yourself Reflect Contingency (Situational) Perspective of Leadership RMIT University© The most appropriate leadership style depends on the situation. Leaders must be insightful and flexible, and adapt behaviours and styles to the immediate situation. 11 Leadership substitutes Path-goal theory Situational leadership Fiedler’s Contingency model Servant leadership Contingent Leadership Fiedler’s (1974) Contingency Model RMIT University©2013 Favourable Unfavourable Charismatic Leadership Applied to a certain quality of an individual considered extraordinary treated as endowed with supernatural, superhuman, specifically exceptional powers or qualities. qualities are not accessible to the ordinary person regarded as of divine origin or as exemplary , and the individual concerned is treated as a “leader‒ (Weber,1968: 241) RMIT University© Transformational Leadership Visioning the new corporate future Communicating the vision Implementing the vision Popular in 1980s and 1990s (Dunphy and Stace, 1990) RMIT University©2013 Source: McShane et al. 2013: Elements Create a strategic vision Communicate the vision Model the vision Build commitment towards the vision Paternal Leadership Style RMIT University©2013 Source: Fulop, L and Linstead, S (2009) : Paternalism Dependence on the leader Personal relationships Moral leadership Harmony building Conflict diffusion Social distance Didactic leadership Subtle, dialogue Paternal Leadership Tactics RMIT University©2013 Source: Fulop, L and Linstead, S (2009) : Paternalism Centralisation Non-specific intentions Secrecy Protect authority Selective favours Non-emotional ties Differential treatment Reputation building Narcissistic Leader Narcissism They must be more than they are Their value as people is dependent upon the image they project People are objects to be manipulated to get the validation narcissists need RMIT University©2013 Source: Fulop and Linstead, Post Heroic Leadership Associated with transformational leadership but with a greater emphasis on developing subordinates (Bradford and Cohen, 1984) Distributed or collective leadership Heifetz and Laurie (1997) RMIT University© Followership Followership is the role of the group member in supporting (or not) the leadership role Leadership prototypicality (Hogg, 2001) Social identity and leadership (Haslam , 2001) RMIT University© Implicit Leadership Perspective RMIT University©2013 People evaluate a leader’s effectiveness in terms of how well that person fits preconceived beliefs about the features and behaviours of effective leaders (leadership prototypes) People tend to inflate the influence of leaders on organisational events Followers perceptions about the characteristics and influence of people they call leaders Source: McShane et al. 2013: The Three Levels of Leadership RMIT University©2013 Source: Scouller, J. ( Public Private Personal RMIT University©2013 Source: Fulop and Linstead, 2009: 530 Leadership is very much a relational product of the societies in which organisations operate. Cultural variables will affect how leaders from different cultural backgrounds manage in foreign cultures and with culturally diverse groups. RMIT University©2013 References Fulop, L and Linstead, S (2009) ‘Leadership and Leading’ [Ch. 10], in Linstead, S, Fulop, L and Lilley, S 9eds) Management and Organization: A critical text, 2nd ed, Palgrave, Houndmills. McShane, S Olekalns, M and Travaglione, T (2013) Organisational Behaviour: Emerging knowledge. Global insights. McGraw Hill, Sydney Rollinson, D (2005) Organisational Behaviour and Analysis: An integrated approach, Prentice Hall, Harlow . Scouller, J. (2011). The Three Levels of Leadership: How to Develop Your Leadership Presence, Knowhow and Skill, Management Books Cirencester: Thompson, P and McHugh, D (2009) Work Organisations: A critical approach, Palgrave, Houndmills. Harvard Citation Style Examples for UWA Material Types: Books and eBooks Multimedia Journal Articles Standards and patents Internet/ Websites CMO Cases and legislation Lecture notes Company information Theses Conference papers and proceedings Personal Communication Newspapers Citing information someone else has Cited Material Type In-Text Example Reference List Example Book: Single Author (Holt 1997) or Holt (1997) wrote that...
Holt, DH 1997, Management principles and practices, Prentice-Hall, Sydney. Book: 2 or 3 Authors (McCarthy, William & Pascale 1997) McCarthey, EJ, William, DP & Pascale, GQ 1997, Basic marketing, Irwin, Sydney. Book: More Than 3 Authors (Bond et al. 1996) Bond, WR, Smith, JT, Brown, KL & George, M 1996, Management of small firms, McGraw-Hill, Sydney. Book: No Author (A history of Greece 1994) A history of Greece 1994, Irwin, Sydney.
Book: Editor (ed. Jones 1998) Jones, MD (ed.) 1998, Management in Australia, Academic Press, London. Book: 2 More Editors (eds Bullinger & Warnecke 1985) Bullinger, HJ & Warnecke HJ (eds) 1985, Toward the factory of the future, Springer-Verlag, Berlin. Book: Translator & Author (trans. Smith 2006) Colorado, JA 2006, Economic theory in the Mexican context: recent developments on the ground, trans. K Smith, Oxford University Press, Oxford. Book: Organisation as Author (Australian Bureau of Agricultural and Resource Economics Australian Bureau of Agricultural and Resource Economics 2001, Aquaculture development in Australia: a review of key economic issues, ABARE, Canberra. 2001) Book: Chapter or Article in Edited Book A number of disturbing facts intrude' (Milkman 1998, p. 25) Milkman, R 1998, 'The new American workplace:high road or low road?' in Workplaces of the future, eds P Thompson & C Warhurst, Macmillan Press, London, pp. 22-34.
Book, edition other than first. (Drafke, 2009) Drafke, M 2009, The human side of organizations, 10th edn, Pearson/Prentice Hall, Upper Saddle River, N.J E-book (Aghion & Durlauf 2005) Aghion, P & Durlauf, S (eds.) 2005, Handbook of economic growth, Elsevier, Amsterdam. Available from: Elsevier books. [4 November 2004]. E-book: Chapter or Article in an Edited E- book 'Historical thinking is actually a Western perspective' (White 2002, p. 112) White, H 2002, 'The westernization of world history' in Western historical thinking: an intercultural debate, ed J Rusen, Berghahn Books, New York pp. . Available from: ACLS Humanities E-Book. [14 May 2009].
Book: Different Works by Same Author in Same Year (Bond 1991a) (Bond 1991b) Bond, G 1991a, Business ethics, McGraw-Hill, Sydney. Bond, G 1991b, Corporate governance, Irwin, London. Journal Articles Material Type In-Text Example Reference List Example Journal Article: Print (Conley & Galeson 1998) Conley, TG & Galeson, DW 1998, 'Nativity and wealth in mid-nineteenth century cities', Journal of Economic History, vol. 58, no. 2, pp. .
Journal Article: Electronic Database (Liveris 2011) Liveris, A 2011, 'Ethics as a strategy', Leadership Excellence, vol. 28, no. 2, pp.17-18. Available from: Proquest [23 June 2011]. Internet/Websites Material Type In-Text Example Reference List Example Webpage: No Author (Improve indigenous housing 2007) Use first few words of the Improve indigenous housing now, government told, 2007.
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