CONTEMPORARY-VIEWS-OF-LEADERSHIP-IN-ORGANIZATION.pptx

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1. CONTEMPORARY VIEWS OF LEADERSHIP IN ORGANIZATION PRESENTED BY: RONIAN M. SACIL HAROLD N. PAREJAS CHRISTIAN JAY P. MORILLO CHAPTER 13:

2. CONTEMPORARY SITUATIONAL THEORIES

3. CONTEMPORARY SITUATIONAL THEORIES The LPC theory, the path-goal theory, and Vroom's decision tree approach together redirected the study of leadership. Not surprisingly, then, other situational theories have also been developed. Moreover, there continue to be changes and refinements to the original situational models.

4. THE LEADER-MEMBER EXCHANGE MODEL The leader-member exchange model (LMX) of leadership, conceived by George Green and Fred Dansereau, stresses the importance of variable relationships between supervisors and each of their subordinates. Each superior-subordinate pair is referred to as a "vertical dyad". The model differs from earlier approaches in that it focuses on the differential relationship leaders often establish with different subordinates. The model suggests that supervisors establish a special relationship with a small number of trusted subordinates referred to as the in-group.

5. THE LEADER-MEMBER EXCHANGE MODEL The in-group often receives special duties requiring more responsibility and autonomy; they may also receive special privileges, such as more discretion about work schedules, Members of the in-group are also likely to be privy to sensitive information and to know about coming events stronger support from the leader. Subordinates who are not a part of this before others, they may also receive more rewards and generally group are called the out-group, and they receive less of the supervisor's time and attention. Members of the out-group are likely to be assigned the more mundane tasks the group must perform and not be "in the loop in so far as information is being shared.

6. THE HERSEY AND BLANCHARD MODEL Another recent situational perspective, especially popular among practicing managers, is the Hersey and Blanchard model Like the leadership grid discussed in the previous chapter, this model was also developed as a consulting tool. The Hersey and Blanchard model is based on the notion that appropriate leader behavior depends on the "readiness" of the leader's followers. In this instance, readiness refers to the subordinate's degree of motivation, competence, experience, and interest in accepting responsibility.

7. THE HERSEY AND BLANCHARD MODEL When subordinate readiness is low, for example, the leader should rely on a "telling" style by providing direction and defining roles. When low to moderate readiness exists, the leader should use a "selling style by offering direction and role definition accompanied by explanation and information. In a case of moderate-to-high follower readiness, the leader should use a "participating style, allowing followers to share in decision making. Finally, when follower readiness is high, the leader is advised to use a "delegating style by allowing followers to work independently with little or no overseeing

8. REFINEMENT AND REVISION OR OTHER THEORIES Fiedler has added the concept ostress as a major element of situational favorableness. He also argued that the leader's intelligence and experience plays a major role in enabling her or him to cope with various levels of stress that characterize any particular situation. The path-goal theory has also undergone major refinements over the years. Its original formulation included only two forms of leader behavior. A third was later added and then, most recently, the theory evolved to include the four forms of leader behavior.

9. REFINEMENT AND REVISION OR OTHER THEORIES While there has been relatively little research on this theory in recent years, its intuitive logic and general research support make it highly likely that it will again one day emerge as a popular topic for research. Finally, Vroom's decision tree approach also continues to evolve. Moreover, Vroom and his associates have continued to develop training and assessment materials to better enable managers to understand their own "natural" decision-making styles. In addition, there are software versions of the various models that now can quickly help managers determine the optimal level of participation in any given situation

10. REFINEMENT AND REVISION OR OTHER THEORIES While there has been relatively little research on this theory in recent years, its intuitive logic and general research support make it highly likely that it will again one day emerge as a popular topic for research. Finally, Vroom's decision tree approach also continues to evolve. Moreover, Vroom and his associates have continued to develop training and assessment materials to better enable managers to understand their own "natural" decision-making styles. In addition, there are software versions of the various models that now can quickly help managers determine the optimal level of participation in any given situation

11. LEADERSHIP THROUGH THEY EYES OF FOLLOWERS

12. LEADERSHIP THROUGH THE EYES OF FOLLOWERS Another recent perspective that has been adopted by some leadership experts focuses on how leaders are seen through the eyes of followers. That is, in what ways and to what extent is it important that followers and other observers attribute leadership to others? The three primary approaches to leadership through the eyes of followers are transformational leadership, charismatic leadership, and attributions of leadership.

13. TRANSFORMATIONAL LEADERSHIP Transformational leadership focuses on the basic distinction between leading for change and leading for stability. According to this viewpoint, much of what a leader does occurs in the course of normal routine work-related transactions assigning work, evaluating performance, making decisions, and so forth. Occasionally, however, the leader has to initiate and manage major change, such as managing a merger, creating a work group, or defining the organization's culture. The first set of issues involves transactional leadership whereas the second entails transformational leadership. Transformational leadership refers to the set of abilities that allows the leader to recognize the need for change, to create a vision to guide that change, and to execute the change effectively

14. CHARISMATIC LEADERSHIP Robert House first proposed a theory of charismatic leadership based on research findings from a variety of social science disciplines. His theory suggests that charismatic leaders are likely to have a lot of self-confidence, firm confidence in their beliefs and ideals, and a strong need to influence people. They also tend to communicate high expectations about follower performance and to express confidence in their followers. Gordon Bethune, described earlier, is an excellent example of a charismatic leader. Bethune blended a unique combination of executive skill honesty, and playfulness. These qualities attracted a group of followers at Continental who were willing to follow his lead without question and to dedicate themselves to carrying out his decisions and policies with unceasing passion.

15. CHARISMATIC LEADERSHIP the three (3) elements of charismatic leadership in organizations that most experts acknowledge today. First, charismatic leaders are able to envision likely future trends and patterns, to set high expectations for themselves and for others, and to model behaviors consistent with meeting those expectations. Next, charismatic leaders are able to energize others by demonstrating personal excitement, personal confidence, and consistent patterns of success. Finally, charismatic leaders enable others by supporting them, empathizing with them, and expressing confidence in them

16. ATTRIBUTION OF LEADERSHIP The attribution theory, applied to leadership, holds then when behaviors are observed in a context associated with leadership, others may attribute varying levels of leadership ability or power to the person displaying those behaviors. For example, suppose we observe an individual behaving confidently and decisively, we also observe that others are paying close attention to what this person says and does and that they seem to defer to and/or consult with her on various things. We might subsequently conclude that this individual is a leader because of observe that a person seems to not be especially confident or decisive, we also observe that others seem relatively indifferent to what he has to say and that he is not routinely consulted about things. In this case we are more likely to assume that this person is not really a leader.

17. ALTERNATIVE TO LEADERSHIP

18. ALTERNATIVES TO LEADERSHIP Another perspective on leadership that has received considerable attention in recent years has focused on alternatives to leadership. In some cases, circumstances may exist that render leadership unnecessary or irrelevant. The factors that contribute to these circumstances are called leadership substitutes. In other cases, factors may exist that neutralize or negate the influence of a leader even when that individual is attempting to exercise leadership.

19. LEADERSHIP SUBSTITUTES Leadership substitutes are individual task, and organizational characteristics that tend to outweigh the leader's ability to affect subordinates' satisfaction and performance. In other words, if certain factor's are present, the employee will perform his or her job capably without the direction of a leader. Unlike traditional theories, which assume that hierarchical leadership in one form or another is always important, the premise of the leadership substitutes perspective is that leader behaviors may be irrelevant in some situations.

20. SUBSTITUTES AND NEUTRALIZERS FOR LEADERSHIP Individual professionalism Motivation Experience and training Indifference to rewards INDIVIDUAL JOB Structure/automated Highly controlled Instinsically satisfying Embedded feedback Rogid procedures and rules Explicit goals and objectives Rigid reward system Group norms Group cohesiveness GROUP ORGANIZATION Several basic leadership substitutes are identified:

21. LEADERSHIP NEUTRALIZERS In other situations, even if a leader is present and attempts to engage in various leadership behaviors, those behaviors may be rendered ineffective-neutralized-by various factors. These behaviors are referred to as leadership neutralizers. These neutralizers can be influenced by various elements such as group dynamics, job characteristics, and organizational factors. For instance, when a new and inexperienced leader is placed in a group with highly experienced members and strong performance norms, the leader may be unable to bring about change due to the entrenched nature of the group dynamics.

22. LEADERSHIP NEUTRALIZERS Similarly, job-related constraints, like employees working on a fast-paced assembly line where both quantity and quality are predetermined, can limit a leader's ability to influence individual behaviors. Organizational factors, such as union contracts dictating pay increases, can also neutralize a leader's typical motivational strategies, requiring the identification of alternative approaches In essence, leadership neutralizers hinder a leader's capacity to effect change by virtue of the specific contextual elements at play.

23. CHANGING NATURE OF LEADERSHIP

24. CHANGING NATURE OF LEADERSHIP Various alternatives to leadership aside, though many settings still call for at least some degree of leadership, although the nature of that leadership continues to evolve. Among the recent changes in leadership that managers should recognize are the increasing role of leaders as coaches and gender and ross-cultural patterns of leader behavior.

25. LEADERS AS COACHES In the contemporary organizational landscape, leadership is evolving from a traditional command-and-control approach to a coaching role. This shift involves leaders selecting and guiding teams, providing general direction, and facilitating training and development. Drawing parallels with a sports coach, leaders empower individuals to work independently, fostering a dynamic where the team executes tasks with minimal oversight. Despite potential challenges in transitioning from traditional management, successful training programs at companies like Texas Instruments, Halliburton, and Yumi Brands demonstrate the effectiveness of adopting a coaching perspective, opening avenues for mentorship and professional development within the organization.

26. GENDER AND LEADERSHIP The rise of women in leadership is challenging traditional views, prompting a reevaluation of leadership dynamics. Contrary to stereotypes, research suggests that women leaders are not universally more nurturing, and male leaders are not uniformly controlling, Notably, women tend to lean towards a more democratic decision-making style. Successful leaders like Andrea Jung and Condoleezza Rice exemplify the effectiveness of women in leadership roles, emphasizing the need for a nuanced understanding of gender dynamics in leadership

27. CROSS-CULTURAL LEADERSHIP Leadership is adapting to cross-cultural challenges, encompassing bath international variations and diversity within a culture. Executives leading in different cultures, such as a Japanese executive in the US, must adjust their leadership styles to account for cultural differences, like the shift from collectivism to individualism. As organizational workforces become more diverse, leadership theories need reassessment for applicability to a varied leadership landscape that includes leaders from different ethnic backgrounds.

28. THE CHANGING NATURE OF LEADERSHIP What is Leadership? - Leadership is the ability to guide, inspire, and influence individuals or groups to achieve a common goal. ADAPTABILITY- navigates uncertainties, adjust strategies, and lead their teams through evolving challenges. EMOTIONAL INTELLIGENCE- enables leaders to understand and manage their own emotions, as well as comprehend and respond to the emotions of others.

29. EMERGING ISSUES IN LEADERSHIP

30. EMERGING ISSUES IN LEADERSHIP Finally, there are also three emerging issues in leadership that warrant discussion. These issues are strategic leadership, ethical leadership, and virtual leadership.

31. STRATEGIC LEADERSHIP This concept explicitly relates to the role of leadership and that of top management. First, let's define strategic leadership. Strategic leadership is often seen as an extension to transformational leadership, because it is about transforming a company through vision, principles and other forms of structures and systems via its strategy. Strategic leadership understands complications of the organization and the market you compete, and focuses on achieving superior position between the market and the organization so as to lead change.

32. ETHICAL LEADERSHIP The study of ethics in leadership is important because we gain a better understanding of moral, what leadership is and what it ought to be. It is basically a study of human relationships, therefore, some of the essential issues in ethics are also issues of leadership. In fact, research about charismatic, transformational and visionary leadership, hold ethics as an important part of their study.

33. VIRTUAL LEADERSHIP Some like to believe that virtual leadership is simpler, efficient and maybe even less expensive. Whereas the other group argues that it makes leadership more complex than the traditional leadership we all know. The role of the chosen leader is to simultaneously work in the development of these individuals so as to form a cohesive work unit with competences of self-management. To achieve this, virtual leaders are required to invest time in orienting their team in one common goal and shaping the mutual perceptions of the team mission.

34. Ariga Thanks!