OB-chapter 9 leadership

Strategic leadership

ability to anticipate, envision, adapt, think strategically, and collaborate to create a sustainable future for the organization.

ex. CEO steering the company through market changes by planning long-term goals.

Emergent leadership

when a team member without formal authority is seen by others as a leader

ex. team member naturally guiding discussions despite no formal title

Shared leadership

A project team divides leadership tasks among members based on their strengths throughout the project

trait theory of leadership

Leadership depends on the personal qualities or traits of the leader,

ex. physical attributes, intellectual ability, and personality.

Narcissism

personality trait marked by grandiosity, attention seeking, inflated self-view, constant need for validation, and lack of concern for others.

Motivation to Lead (MTL):

desire to take on leadership roles and actively work to meet the demands of being a leader.

ex. employee volunteers to lead a new project team, eager to guide others and prove their leadership abilities

Leadership Categorization Theory

People are more likely to see someone as a leader and rate them as effective if they match common leadership traits (like confidence or decisiveness).

Initiating Structure

How much a leader focuses on organizing tasks and guiding the team to achieve goals.

ex. manager clearly assigns roles and sets deadlines to ensure the project is completed on time.

Leader Reward Behaviour

Leader gives praise or perks to recognize good performance.

ex. supervisor gives a bonus to an employee who exceeded sales targets.

Contingent Reward Behaviour

Rewards are tied directly to achieving specific goals.
ex. manager promises a day off if a team meets their deadline.

Leader Punishment Behaviour

Leader disciplines or removes rewards for poor performance.
ex. A team member who misses deadlines gets assigned less desirable tasks.

Contingency Theory ( Fidelers)

Leadership effectiveness depends on how well a leader’s style fits the situation.

ex. A task-focused leader may thrive in highly structured environments.

Path–Goal Theory (DSPA)

situational leadership theory focused on when different leader behaviors are most effective.

4 Types of Leader Behaviour:

1. Directive: Gives clear instructions and expectations

2. Supportive: Focuses on employee well-being

3. Participative: Involves employees in decision-making

4. Achievement-Oriented: Sets high goals and shows confidence in employees

Participative Leadership

Employees help make work decisions.
ex. Manager holds team meetings to get input before setting deadlines.

Cons: Takes time and energy, can mean loss of manager’s power, risk of employees lacking needed knowledge or respect.

Leader-member exchange (LMX)

Focuses on the quality of the relationship between a leader and each employee.

LMX Differentiation (LMXD)

Variation in relationship quality between a leader and different team members

ex. same team, some members receive close guidance from the leader while others get less attention.

Social Exchange Theory

Individuals who are treated favourably by others feel obliged to reciprocate by responding positively and returning that favourable treatment in some manner.

ex. employee works extra hours after the boss praised their effort, feeling motivated to return the favor.

transactional leadership

Leadership that is based on a straightforward exchange relationship between the leader and the followers.
ex. A manager rewards employees with bonuses for meeting sales targets.

Management by exception

Leadership that involves the leader taking corrective action on the basis of the results of leader–follower transactions.
Example: A supervisor steps in to fix errors only when sales numbers fall below expectations.

Management by exception–active (MBEA):

Routinely monitoring the behaviour of followers and actively searching for and correcting deviations from the norm as they happen.
Example: A team leader regularly checks work progress and immediately addresses any mistakes.

Management by exception–passive (MBEP):

Correcting mistakes only after they have occurred.
Example: A manager reviews monthly reports and only intervenes if problems are detected.

Transformational leadership

Inspires and motivates followers to commit to a new vision.
ex. A leader motivates their team to adopt a sustainable business model.

• Charisma (Idealized Influence): Builds trust, earns respect

• Inspirational Motivation: Communicates vision with passion

• Intellectual Stimulation: Promotes critical thinking and new ideas

• Individualized Consideration: Gives personal attention, supports individual growth

Leadership style : (6 )

Positive Leadership – Encourages confidence and positive outcomes beyond just tasks.
Empowering Leadership – Shares power to support employee growth.
Ethical Leadership – Models moral behavior through decisions and communication.
Ethical Organizational Climate – Shared view among employees of ethical practices and policies.
Authentic Leadership – Leads with self-awareness and honesty.
Servant Leadership – Puts others first with genuine care and desire to lead.

Laissez-faire leadership

leadership style characterized by little to no direct involvement or guidance from the leader.
ex. A manager lets the team make all decisions without providing any input or direction.

Glass ceiling:

An invisible barrier that prevents women from advancing to senior leadership positions in organizations.

Role congruity theory

Prejudice against female leaders results from a mismatch between perceived female traits and leadership role expectations.
Example: A woman is seen as less fit for leadership because she’s perceived as too nurturing rather than assertive.

Implicit leadership theory

People have beliefs about the traits and behaviors that make an effective leader.
ex. Employees expect leaders to be confident and decisive, so someone quiet may be seen as a weak leader.

leaders are madre

• Initiating Structure (task-focused)

• Consideration (people-focused)

• Task-Oriented (focus on goals)

• Employee-Oriented (focus on people)