Leadership Theories, Organizational Structure, and Culture in Management

Leadership

The process of influencing others toward shared goals through motivation, direction, and support

Evolution of leadership theories

Shift from trait → behavioral → contingency → transformational/servant/ethical approaches

Fiedler's Contingency Model

Leadership effectiveness depends on matching a fixed style (task or relationship) to situational control

Situational control

A leader's influence based on leader-member relations, task structure, and position power

Task-oriented leadership

Focus on goal accomplishment and structure

best in high or low control situations

Relationship-oriented leadership

Focus on trust, support, and people

best in moderate control situations

Path-Goal Theory

Leaders clarify the path to goals, remove obstacles, and increase motivation

Directive leadership

Leader gives structure, guidance, and rules

best for ambiguous tasks or inexperienced followers

Participative leadership

Leader involves followers in decisions

best for complex tasks and skilled

autonomous followers

Transformational leadership

Leadership that inspires and transforms followers through values and vision

Idealized Influence

Leader acts as a role model with high integrity

Inspirational Motivation

Leader communicates an inspiring, meaningful vision

Intellectual Stimulation

Leader encourages creativity and challenges assumptions

Individualized Consideration

Leader gives personalized support and coaching

Servant leadership

Leadership focused on serving followers first

prioritizes growth

well-being, and ethics

Organizational structure

System for dividing tasks and coordinating work

Division of labor

Specialization of tasks to improve efficiency

Coordination

Methods to integrate specialized work across the organization

Hierarchy

Clear chain of command used to coordinate tasks

Standardization

Use of rules and procedures to create consistent behavior

Informal communication

Spontaneous communication used for flexible problem-solving

Span of control

Number of direct reports a manager oversees

Formalization

Degree to which rules and procedures are written and enforced

Centralization

Degree to which decision-making is concentrated at the top

Mechanistic structure

Rigid, formal, centralized structure effective in stable environments

Organic structure

Flexible, decentralized structure effective in dynamic environments

Departmentalization

Grouping jobs into units to improve coordination

Functional structure

Jobs grouped by function (e.g., marketing, HR)

promotes expertise

Divisional structure

Jobs grouped by product, customer, or geography

improves responsiveness

Team-based structure

Organization built around teams that collaborate and self-manage

Matrix structure

Employees report to two managers (e.g., functional + product)

Organizational culture

Shared values and assumptions that shape behavior

Iceberg model

Visible artifacts above the surface

core values and assumptions below

Espoused values

Values an organization says it believes in

Enacted values

Values the organization actually demonstrates through actions

Cultural artifacts

Visible symbols, rituals, language, stories, and norms of a culture

Functions of culture

Provides identity, guides behavior, and enhances stability/coordination