This is a class lecture I've given as an introduction to the field of Organizational Leadership.

1. Organizational Leadership
Class Lecture
Chris Mason, Ph.D. 1

2. Class Agenda 2
•
Introductions
•
Define “Leadership”
•
Take an Arial View of the Field of Organizational Leadership

3. Defining “Leadership” 3

4. Management
Leadership 4
vs.

5. - Peter Drucker
Management is doing things right;
Leadership is 5
doing the right things.

6. The Challenge of Defining Leadership 6
Always, it seems, the concept of leadership eludes us or turns up in another form to taunt us again with its slipperiness and complexity.
- Bennis (1959)

7. Leadership Definitions 7
Function: noun 1 : the office or position of a leader; 2 : 3 : the act or an instance of leading – Merriam-Webster
"Leadership is a social influence
process in which a person steers members of a group toward a goal.” – Bryman
“…A leader is a man who can to do what they don't want to do, or do what they're too lazy to do, and like it." – Harry S. Truman, 33rd President of U.S.
“A leader defines a for the organization....and has the capacity to translate vision into reality."
– Warren Bennis
"Leadership is the art of influencing and directing people in such a way that will win their obedience, confidence, respect and loyal cooperation in achieving common objectives." – U. S. Air Force
"Leadership is realized in the process whereby on or more individuals succeeds in and defining the reality
of others.
– Smircich & Morgan
capacity to lead
vision
framing
persuade people
objectives

8. 8
Study the Leader
•
Leadership Behaviors (what leaders do)
•
Leadership Characteristics (who leaders are)
•
Assessing & Developing Leaders (how leaders form)

9. 9
Study the Leader
•
Leadership Characteristics (who leaders are)
Interests, Values, Goals, Aspirations
Traits, Personality, Work Styles
Skills, Abilities, Competencies
Backgrounds, Experiences
What makes leaders different?

10. Model focused on Leader Characteristics 10
Charismatic Leadership
Charismatic Leaders create a strong personal appeal for followers and lead through emotion and rhetoric.
Their impact may not always be seen as positive; but they can hold great influence.

11. Bases of Power
French and Raven (1959)
•
Legitimate – This comes from the belief that a person has the right to make demands, and expect compliance and obedience from others.
•
Reward – This results from one person's ability to compensate another for compliance.
•
Expert – This is based on a person's superior skill and knowledge.
•
Referent – This is the result of a person's perceived attractiveness, worthiness, and right to respect from others.
•
Coercive – This comes from the belief that a person can punish others for noncompliance. 11

12. Leadership Competency Models
•
Thought Leadership
–
Strategy
–
Judgment
–
Business Knowledge
–
Planning & Execution
•
Results Leadership
–
Motivation and Courage
•
People Leadership
–
Leadership & Influence
–
Interpersonal
–
Communications
•
Self Leadership
–
Self Management
•Decisiveness
•Developing Others
•Entrepreneurship
•External Awareness
•Influencing and Negotiating
•Managing People
•Partnering
•Planning and Evaluating
•Situational Leadership
•Strategic Thinking
•Team Building
•Vision 12

13. 13
Study the Leader
•
Leadership Behaviors (what leaders do)
Class Exercise

14. Which best represents what leaders must do? 14
A
B
C
3:00
2:30
2:00
1:30
1:00
0:30
0:00

15. Leaderless Group Discussion Debrief
•
Who showed leadership in the class?
•
What did they do differently from others? 15

16. Models Focused on Leader Behavior 16
Transformational Leadership Transformational leaders focus on motivating and inspiring followers to identify creative new solutions.
Servant Leadership Servant leaders focus on supporting their followers and meeting their needs first.

17. 17
Study the Leader
•
Assessing & Developing Leaders (how leaders form)

18. Assessment & Development 18
Are leaders born or made?
Leadership Assessments
Leadership Development
•
Questionnaires
•
Cognitive Ability Tests
•
Assessment Centers
•
In-Depth Interviews
•
Biographical Data
•
360 Degree Assessments
•
Leadership Training Programs
•
Business Games and Simulations
•
Developmental Assessment Centers
•
Mentorships & Executive Coaching
•
360 Degree Feedback Debriefs
•
Rotational Assignments

19. 19
Study the Followers
Followership
Adoption Behaviors
Follower Characteristics

20. Followership 20
Kelley (1992) – Types of Followers: Alienated followers - independent thinkers, but do not commit to a leader. Passive followers - do as they are told, but do not think critically. Conformist followers - participative, but do not provide healthy criticism. Pragmatic followers – Pragmatic, but not highly engaged with the group. Exemplary followers – (ideal type) excel at all tasks, engage strongly with the group and providing intelligent yet sensitive support and challenge to the leader.
“without followers, there is no leader”

21. 21
Adoption Behaviors
Everett Rogers (1962)

22. 22
Study the Interactions
Implicit Leadership Theory
Participative Leadership
Leaders Members Exchange Theory

23. Participative Leadership
Continuum of Decision Procedures 23
Autocratic
Decision
Delegated Decision
Consultative
Decision
Joint Decision
No Participation by Followers
High Participation by Followers
Another Example:
Vroom and Yetton’s “Normative Decision Model”

24. Normative Decision Model 24
Decision Making Style
Description
Autocratic l (Al)
Leader solves the problem along using information that is readily available to him/her
Autocratic ll (All)
Leader obtains additional information from group members, then makes decision alone. Group members may or may not be informed.
Consultative l (Cl)
Leader shares problem with group members individually, and asks for information and evaluation. Group members do not meet collectively, and leader makes decision alone.
Consultative ll (Cll)
Leader shares problem with group members collectively, but makes decision alone
Group ll (Gll)
Leader meets with group to discuss situation. Leader focuses and directs discussion, but does not impose will. Group makes final decision.
Vroom & Yetton

25. 25
Study the Environment
Contingency Theories
Crisis
Organizational Structure

26. Example of a Contingency Theory: 26
Environmental Factors
•
Task Structure
•
Formal Authority System
•
Work Group
Leader Behaviors
Follower Factors
•
Personality of Followers
•
Experience of Followers
•
Ability of Followers
Outcomes
(e.g., Performance of Followers)
Path-Goal Theory

27. An Aerial View of the Field of Organizational Leadership 27
Study the Leader
Study the Followers
Study the Interactions
Study the Environment

28. Questions/Thoughts? 28