Transcript LEADER COMMUNICATION IN ORGANIZATIONS LECTURE 8a

COMMUNICATION IN
ORGANIZATION
LEADER COMMUNICATION IN
ORGANIZATIONS
LECTURE 8a
What Do We Know About Good
Leadership?
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One Best Way
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Good leaders have certain characteristics
in common
Contingency Theories
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Good leadership depends on the situation
APPROPRIATE LEADER
STYLE?
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LEADER STUDIES: 1940-50’S
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OHIO STATE
U. OF MICHIGAN
BEGAN WITH 1000 DIMENSIONS - FOUND TWO THAT
MATTERED
EFFECTIVE LEADERS
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INITIATE STRUCTURE (PRODUCTION
ORIENTED)
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CONSIDERATION (EMPLOYEE ORIENTED)
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ASSIGNS WORK, SETS STANDARDS)
MUTUAL TRUST, RESPECTS EMPLOYEES
MANY STUDIES: “HIGH-HIGH” IS ‘ONE BEST
WAY’
CONTINUUM OF LEADERSHIP
BEHAVIOUR
DEMOCRATIC
LEADERSHIP
AUTHORITARIAN
LEADERSHIP
Use of authority
by leader
Leader makes
decision and
announces
FISHER
Area of freedom
for members
Leader presents
tentative
Leaders gives
group free
reign with
limits
Blake & Mouton: The Managerial
Grid
Same Dimensions, More Styles
LEADER BEHAVIOR-STYLE
IGNORES SITUATION
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NEITHER DEMOCRATIC NOR
AUTHORITARIAN BEHAVIOR IS
EFFECTIVE IN EVERY SITUATION
LEADER’S NEED TO BE FLEXIBLE AND
KNOW WHEN TO DO WHAT
SITUATIONAL CONTINGENCIES
(CHANGES OF CONTEXT)
FISHER
SITUATION DOES MAKE A
DIFFERENCE: EXAMPLE
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Study of high performance US Army Commando
Team
During planning the group functioned
democratically - an adhocracy.
During execution of mission it was a tightly
controlled bureaucracy; each individual had a
specific task, changes in plan were only made by
commanding officer - autocratic leader
Post execution back to adhocracy to share info
on the mission and learn for future - democratic
leadership
PATH-GOAL LEADERSHIP:
RESPONDING TO SITUATIONS
LEADERS
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CLARIFY PATH TO GOAL
REDUCE OBSTACLES TO GOAL
INCREASE OPPORTUNITIES FOR
PERSONAL SATISFACTION ALONG THE
WAY
GIVE REWARDS LINKED TO INDIVIDUAL
PERFORMANCE AND WANTS
FISHER
PATH-GOAL LEADERSHIP:
RESPONDING TO SITUATIONS
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CONTINGENCY LEADERSHIP
LEADER SUCCESS DEPENDS IN PART ON
FOLLOWERS
SO LEADERS CAN BE:
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DIRECTIVE
SUPPORTIVE
PARTICIPATIVE
RESULTING MOTIVATION DEPENDS ON
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EMPLOYEES ABILITIES
TASK STRUCTURE
DEGREE OF COOPERATION IN WORK GROUP
EMPLOYEES’ LOCUS OF CONTROL
COMMUNICATION IN
ORGANIZATION
LEADER COMMUNICATION IN
ORGANIZATIONS
LECTURE 8b
TRANSFORMATIONAL
LEADERS
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PROMPTS FOLLOWERS TO EXPAND
THEIR NEEDS AND WANTS
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TO SEE VALUE IN THEIR WORK
WORK TRANSCENDS SELF-INTEREST
DEVELOP COMMITMENT
RAISE CONSCIOUSNESS
THIS IS ACTIVE, PARTICIPATIVE, THEORY
Y LEADERSHIP
FAR LESS DEPENDENT ON EXTERNAL
REWARDS AND MOTIVATION
THE FOUR ‘I’s” OF
TRANSFORMATIONAL LEADERSHIP
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Individualized consideration
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Intellectual stimulation
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Gives reasons/ways for people to change the way they think about work
problems and their own personal attitudes; encourages employee to help
leaders re-think “old” problems
Inspirational motivation
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Leader as mentor; assumes each employee has different needs; removes
“road blocks” inhibiting followers performance.
Strengthened when a vision/mission shared by co-workers.
Leader stays optimistic in times of crisis; searches for creative methods to
reduce employees’ duties and workloads.
Idealized influence
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Based on respecting others; building confidence and trust in overall mission;
followers likely to imitate leaders when they see them achieving desired
results.
TRANSFORMATIONAL LEADERSHIP
‘ONE BEST WAY’ IS BACK
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Check out the Saturn Example in reading and as a
linked video on lecture schedule from last week.
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Saturn built to have self-managed teams at every level
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With co-management by the union