國外組織行為學(xué)課件皮爾森ch7

Chapter9LeadershipCopyright?2011PearsonCanadaInc.LearningObjectivesDefineleadershipanddiscusstheroleofformalandstrategicleadership.Explainandcriticallyevaluatethetraitapproachtoleadership.Explaintheconceptsofleaderconsideration,initiatingstructure,reward,andpunishment

behaviourandtheirconsequences.Copyright?2011PearsonCanadaInc.LearningObjectivesDescribeandevaluateFiedler’sContingencyTheory,CognitiveResourceTheory,andHouse’sPath-GoalTheory.ExplainhowandwhentouseparticipativeleadershipusingtheVroomandJagomodel.DescribeandevaluateLeader-Member-ExchangeTheory.Copyright?2011PearsonCanadaInc.LearningObjectivesDiscussthemeritsoftransactionalandtransformationalleadership.Defineanddiscussethicalandauthenticleadership.Explaintherolethatcultureplaysinleadershipeffectivenessanddescribegloballeadership.Describegenderdifferencesinleadershipandexplainwhywomenareunderrepresentedinleadershiprolesinorganizations.Copyright?2011PearsonCanadaInc.WhatIsLeadership?Theinfluencethatparticularindividualsexertonthegoalachievementofothersinanorganizationalcontext.Effectiveleadershipexertsinfluenceinawaythatachievesorganizationalgoals.Copyright?2011PearsonCanadaInc.StrategicLeadershipLeadershipthatinvolvestheabilitytoanticipate,envision,maintainflexibility,thinkstrategically,andworkwithotherstoinitiatechangesthatwillcreateaviablefuturefortheorganization.Strategicleadersareopenandhonestintheirinteractionswiththeorganization’sstakeholdersandtheyfocusonthefuture.Copyright?2011PearsonCanadaInc.FormalLeadershipIndividualswithtitlessuchasmanager,executive,supervisor,anddepartmentheadoccupyformalorassignedleadershiproles.Theyareexpectedtoinfluenceothers,andtheyaregivenspecificauthoritytodirectemployees.Individualsmightalsoemergetooccupyinformalleadershiproles.Theydonothaveformalauthority.Copyright?2011PearsonCanadaInc.AreLeadersBorn?TheSearchforLeadershipTraitsTheassumptionthatthosewhobecomeleadersanddoagoodjobofitpossessaspecialsetoftraitsthatdistinguishthemfromothers.Copyright?2011PearsonCanadaInc.ResearchonLeadershipTraitsThesearchforleadershiptraitsbeganduringWorldWarI.Traitsareindividualcharacteristicssuchasphysicalattributes,intellectualability,andpersonality.Sometraitsareassociatedwithleadership.Copyright?2011PearsonCanadaInc.TraitsAssociatedwithLeadershipEffectivenessCopyright?2011PearsonCanadaInc.ResearchonLeadershipTraits(continued)Threeofthe““BigFive”dimensionsofpersonality(agreeableness,extraversion,opennesstoexperience)arerelatedtoleadershipbehaviours.Intelligenceisrelatedtoleadershipbutnotasstronglyaspreviouslythought.Copyright?2011PearsonCanadaInc.LimitationsoftheTraitApproachItisdifficulttodeterminewhethertraitsmaketheleaderorwhethertheopportunityforleadershipproducesthetraits.Doesnottelluswhatleadersdotoinfluenceotherssuccessfully.Itdoesnottakeintoaccountthesituationinwhichleadershipoccurs.Copyright?2011PearsonCanadaInc.LimitationsoftheTraitApproach(continued)Sometraitsareassociatedwithleadershipsuccess.Traitsalonearenotsufficientforsuccessfulleadership.Traitsareonlyapreconditionforcertainactionsthataleadermusttakeinordertobesuccessful.Copyright?2011PearsonCanadaInc.TheBehaviourofLeadersThemostinvolved,systematicstudyofleadershipwasbegunatOhioStateUniversityinthe1940s.Employeesdescribedtheirsuperiorsalonganumberofbehaviouraldimensions.Theresultsrevealedtwobasickindsofbehaviour:ConsiderationInitiatingstructureCopyright?2011PearsonCanadaInc.ConsiderationTheextenttowhichaleaderisapproachableandshowspersonalconcernandrespectforemployees.Theconsiderateleaderisseenasfriendlyandegalitarian,expressesappreciationandsupport,andisprotectiveofgroupwelfare.Copyright?2011PearsonCanadaInc.InitiatingStructureThedegreetowhichaleaderconcentratesongroupgoalattainment.Thestructuringleaderclearlydefinesandorganizeshisorherroleandtherolesoffollowers,stressesstandardprocedures,schedulestheworktobedone,andassignsemployeestoparticulartasks.Copyright?2011PearsonCanadaInc.TheConsequencesofConsiderationandStructureConsiderationandinitiatingstructurebothcontributepositivelytoemployees’motivation,jobsatisfaction,andleadereffectiveness.Considerationismorestronglyrelatedtofollowersatisfaction,motivation,andleadereffectiveness.Copyright?2011PearsonCanadaInc.TheConsequencesofConsiderationandStructure(continued)Initiatingstructureisslightlymorestronglyrelatedtoleaderjobperformanceandgroupperformance.Therelativeimportanceofconsiderationandinitiatingstructurevariesaccordingtothenatureoftheleadershipsituation.Copyright?2011PearsonCanadaInc.TheConsequencesofConsiderationandStructure:TheNatureoftheSituationWhenemployeesareunderahighdegreeofpressureduetodeadlines,uncleartasks,orexternalthreat,initiatingstructureincreasessatisfactionandperformance.Whenthetaskisintrinsicallysatisfying,theneedforhighconsiderationandhighstructureisgenerallyreduced.Copyright?2011PearsonCanadaInc.TheConsequencesofConsiderationandStructure:TheNatureoftheSituationWhenthegoalsandmethodsofperformingthejobareveryclearandcertain,considerationshouldpromoteemployeesatisfaction,whilestructureshouldpromotedissatisfaction.Whenemployeeslackknowledgeastohowtoperformajob,orthejobitselfhasvaguegoalsormethods,considerationbecomeslessimportant,whileinitiatingstructuretakesonadditionalimportance.Copyright?2011PearsonCanadaInc.TheConsequencesofConsiderationandStructure:TheNatureoftheSituationTheeffectsofconsiderationandinitiatingstructuredependoncharacteristicsofthetask,theemployee,andthesettinginwhichworkisperformed.Copyright?2011PearsonCanadaInc.LeaderRewardandPunishmentBehavioursLeaderrewardbehaviourprovidesemployeeswithcompliments,tangiblebenefits,anddeservedspecialtreatment.Whensuchrewardsaremadecontingentonperformance,employeesshouldperformatahighlevelandexperiencejobsatisfaction.Copyright?2011PearsonCanadaInc.LeaderRewardandPunishmentBehaviours(continued)Leaderpunishmentbehaviourinvolvestheuseofreprimandsorunfavourabletaskassignmentsandtheactivewithholdingofraises,promotions,andotherrewards.Whenpunishmentisperceivedasrandomandnotcontingentonemployeebehaviour,employeesreactnegativelywithgreatdissatisfaction.Copyright?2011PearsonCanadaInc.LeaderRewardandPunishmentBehaviours(continued)Leadercontingentrewardandpunishmentbehaviourispositivelyrelatedtoemployees’perceptions,attitudes,andbehaviour.Non-contingentpunishmentbehaviourisrelatedtounfavourableoutcomes.Relationshipsaremuchstrongerwhenrewardsandpunishmentaremadecontingentonemployeebehaviour.Copyright?2011PearsonCanadaInc.LeaderRewardandPunishmentBehaviours(continued)Themannerinwhichleadersadministerrewardsandpunishmentisacriticaldeterminantoftheireffectiveness.Leaderrewardandpunishmentbehaviourleadstomorepositiveperceptionsofjusticeandlowerroleambiguity.Copyright?2011PearsonCanadaInc.SituationalTheoriesofLeadershipThesituationreferstothesettinginwhichinfluenceattemptsoccur.Thebasicpremiseofsituationaltheoriesofleadershipisthattheeffectivenessofaleadershipstyleiscontingentonthesetting.Copyright?2011PearsonCanadaInc.SituationalTheoriesofLeadership(continued)Thesettingincludesthecharacteristicsoftheemployees,thenatureofthetasktheyareperforming,andcharacteristicsoftheorganization.Twosituationaltheoriesofleadershipthatareamongthebestknownandmoststudied:Fiedler’sContingencyTheoryHouse’sPath-GoalTheoryCopyright?2011PearsonCanadaInc.Fiedler’sContingencyTheoryTheassociationbetweenleadershiporientationandgroupeffectivenessiscontingenton(dependson)theextenttowhichthesituationisfavourableforexertinginfluence.Somesituationsaremorefavourablethanothers,andthesesituationsrequiredifferentorientationsonthepartoftheleader.Copyright?2011PearsonCanadaInc.LeadershipOrientationLeadershiporientationismeasuredbyhavingaleaderdescribetheirLeastPreferredCo-Worker(LPC).LeastPreferredCo-Workerisacurrentorpastco-workerwithwhomaleaderhashadadifficulttimeaccomplishingatask.Copyright?2011PearsonCanadaInc.LeadershipOrientation(continued)TheleaderwhodescribestheLPCrelativelyfavourably(ahighLPCscore)isconsideredtoberelationshiporiented.TheleaderwhodescribestheLPCrelativelyunfavourably(alowLPCscore)isconsideredtobetaskoriented.Copyright?2011PearsonCanadaInc.LeadershipOrientation(continued)FiedlerhasarguedthattheLPCscorerevealsapersonalitytraitthatreflectstheleader’smotivationalstructure.TheLPCscoreisnotameasureofconsiderationorinitiatingstructurewhichareobservedbehaviours.TheLPCscoreisanattitudeoftheleadertowardworkrelationships.Copyright?2011PearsonCanadaInc.SituationalFavourablenessSituationalfavourablenessisthe“contingency”partofContingencyTheory.ItspecifieswhenaparticularLPCorientationshouldcontributemosttogroupeffectiveness.Copyright?2011PearsonCanadaInc.SituationalFavourableness(continued)Factorsthataffectsituationalfavourableness,inorderofimportance,arethefollowing:Leader-memberrelationsTaskstructurePositionpowerCopyright?2011PearsonCanadaInc.SituationalFavourableness(continued)Thesituationismostfavourableforleadershipwhen:Leader-memberrelationsaregoodThetaskisstructuredTheleaderhasstrongpositionpowerCopyright?2011PearsonCanadaInc.SituationalFavourableness(continued)Thesituationisleastfavourableforleadershipwhen:Leader-memberrelationsarepoorThetaskisunstructuredTheleaderhasweakpositionpowerCopyright?2011PearsonCanadaInc.PredictionsofLeaderEffectivenessfromFiedler’sContingencyTheoryofLeadershipCopyright?2011PearsonCanadaInc.TheContingencyModelThemodelindicatesthatataskorientation(lowLPC)ismosteffectivewhentheleadershipsituationisveryfavourableorwhenitisveryunfavourable.Arelationshiporientation(highLPC)ismosteffectiveinconditionsofmediumfavourability.Copyright?2011PearsonCanadaInc.ResearchEvidenceThetheoryhasbeenthesubjectofmuchdebate.TheexactmeaningoftheLPCscoreisnotclear.Amajorsourceofthemanyinconsistentfindingsisthesmallsamplesizesusedinmanystudies.Recentreviewshaveconcludedthatthereisreasonablesupportforthetheory.Thetheoryneedssomerefinement.Copyright?2011PearsonCanadaInc.CognitiveResourceTheory(CRT)Aleadershiptheorythatfocusesontheconditionsinwhichaleader’scognitiveresources(intelligence,expertise,andexperience)contributetoeffectiveleadership.Leaderintelligenceispredictedtobemostimportantwhentheleaderisdirective,thegroupsupportstheleader,andthesituationislow-stress.Inhigh-stresssituationsaleader’’scognitiveresourcesareimpaired,sotherehisorherworkexperiencewillbemostimportant.Copyright?2011PearsonCanadaInc.ResearchEvidenceResearchsupportsthepredictionthatexperiencepredictsperformanceinhigh-stresssituations,whileintelligencepredictsperformanceinlow-stresssituations.Leaderintelligenceismorestronglyrelatedtogroupperformancewhentheleaderisdirectiveandhasthesupportofthegroup.CRTindicatesthattraitsareimportantforleadershipeffectivenessincertainsituations.Copyright?2011PearsonCanadaInc.House’’sPath-GoalTheoryRobertHouse’’stheoryconcernedwiththesituationsunderwhichvariousleaderbehavioursaremosteffective.Path-GoalTheoryisconcernedwithleaderbehaviours.Themostimportantactivitiesofleadersarethosethatclarifythepathstovariousgoalsofinteresttoemployees.Copyright?2011PearsonCanadaInc.House’’sPath-GoalTheory(continued)Theopportunitytoachievesuchgoalsshouldpromotejobsatisfaction,leaderacceptance,andhigheffort.Theeffectiveleaderformsaconnectionbetweenemployeegoalsandorganizationalgoals.Copyright?2011PearsonCanadaInc.House’’sPath-GoalTheory(continued)Toachievejobsatisfactionandleaderacceptance,leaderbehaviourmustbeperceivedasimmediatelysatisfyingorasleadingtofuturesatisfaction.Topromoteemployeeeffort,leadersmustmakerewardsdependentonperformanceandensurethatemployeeshaveaclearpictureofhowtheycanachievetheserewards.Copyright?2011PearsonCanadaInc.LeaderBehaviourPath-GoalTheoryisconcernedwithfourspecifickindsofleaderbehaviour:DirectivebehaviourSupportivebehaviourParticipativebehaviourAchievement-orientedbehaviourCopyright?2011PearsonCanadaInc.SituationalFactorsTheeffectivenessofeachsetofbehavioursdependsonthesituationthattheleaderencounters.Path-GoalTheoryisconcernedwithtwoprimaryclassesofsituationalfactors:EmployeecharacteristicsEnvironmentalfactorsCopyright?2011PearsonCanadaInc.ThePath-GoalTheoryofLeadershipCopyright?2011PearsonCanadaInc.SituationalFactors(continued)Differenttypesofemployeesneedorpreferdifferentformsofleadership:Highneedachieversshouldworkwellunderachievement-orientedleadership.Employeeswhoprefertobetoldwhatdodorespondbesttodirectiveleadership.Whenemployeeshavelowtaskabilities,theywillappreciatedirectiveleadership.Copyright?2011PearsonCanadaInc.SituationalFactors(continued)Theeffectivenessofleadershipbehaviourdependsontheparticularworkenvironment:Whentasksareclearandroutine,directiveleadershipisredundantandunnecessaryandparticipativeleadershipisnotuseful.Whentasksarechallengingbutambiguous,directiveandparticipativeleadershipiseffective.Whenajobisfrustratingordissatisfying,supportiveleadershipismosteffective.Copyright?2011PearsonCanadaInc.SituationalFactors(continued)Leadersmighthavetotailortheirbehaviourtotheneeds,abilities,andpersonalitiesofindividualemployees.Effectiveleadersshouldtakeadvantageofthemotivatingandsatisfyingaspectsofjobswhileoffsettingorcompensatingforthosejobaspectsthatdemotivateordissatisfy.Copyright?2011PearsonCanadaInc.ResearchEvidenceThereissubstantialevidencethatsupportiveorconsiderateleaderbehaviourismostbeneficialinsupervisingroutine,frustrating,ordissatisfyingjobs.Thereissomeevidencethatdirectiveorstructuringleaderbehaviourismosteffectiveonambiguous,less-structuredjobs.Thetheoryworksbetterinpredictingemployees’jobsatisfactionandacceptanceoftheleaderthaninpredictingjobperformance.Copyright?2011PearsonCanadaInc.ParticipativeLeadership:InvolvingEmployeesinDecisionsParticipativeleadershipmeansinvolvingemployeesinmakingwork-relateddecisions.Leaderscanvaryintheextenttowhichtheyinvolveemployeesindecisionmaking.Minimally,participationinvolvesobtainingemployeeopinionsbeforemakingadecision.Maximally,itallowsemployeestomaketheirowndecisionswithinagreed-onlimits.Copyright?2011PearsonCanadaInc.ParticipativeLeadership:InvolvingEmployeesinDecisions(continued)Participationcaninvolveindividualemployeesortheentiregroupofemployeesthatreportstotheleader.Thechoiceofanindividualorgroupparticipationstrategyshouldbetailoredtospecificsituations.Copyright?2011PearsonCanadaInc.PotentialAdvantagesofParticipativeLeadershipMotivationParticipationcanincreasethemotivationofemployees.QualityParticipationcanenhancethequalityofdecisions.Copyright?2011PearsonCanadaInc.PotentialAdvantagesofParticipativeLeadership(continued)AcceptanceParticipationcanincreasetheemployees’’acceptanceofdecisions.Thisisespeciallyimportantwhenissuesoffairnessareinvolved.Copyright?2011PearsonCanadaInc.PotentialProblemsofParticipativeLeadershipTimeandEnergyParticipationrequiresspecificbehavioursonthepartoftheleaderthatusetimeandenergy.LossofPowerSomeleadersfeelthataparticipativestylewillreducetheirpowerandinfluence.Copyright?2011PearsonCanadaInc.PotentialProblemsofParticipativeLeadership(continued)LackofReceptivityEmployeesmightnotbereceptivetoparticipationortheymightlacktheknowledgetocontributeeffectivelytodecisions.Copyright?2011PearsonCanadaInc.VroomandJago’sSituationalModelofParticipationVictorVroomandArthurJagodevelopedamodelthatattemptstospecifyinapracticalmannerwhenleadersshoulduseparticipationandtowhatextenttheyshoulduseit.Theybeganwiththerecognitionthattherearevariousdegreesofparticipationthataleadercanexhibit.Copyright?2011PearsonCanadaInc.VroomandJago’’sSituationalModelofParticipation(continued)Forissuesinvolvingtheentireworkgroup,arangeofbehavioursisplausible(Astandsforautocratic,Cforconsultation,andGforgroup).Copyright?2011PearsonCanadaInc.VroomandJago’’sSituationalModelofParticipation(continued)AI:Yousolvetheproblemormakethedecisionyourself.AII:Youobtainthenecessaryinformationfromyouremployees,thendecidethesolutiontotheproblemyourself.CI:Yousharetheproblemwiththerelevantemployeesindividually,gettingtheirideasandsuggestions,thenyoumakethedecision.Copyright?2011PearsonCanadaInc.VroomandJago’sSituationalModelofParticipation(continued)CII:Yousharetheproblemwithyouremployeesasagroup,obtainingtheircollectiveideasandsuggestions,thenyoumakethedecision.GII:Yousharetheproblemwithyouremployeesasagroupandtogetheryougenerateandevaluatealternativesandattempttoreachagreement(consensus)onasolution.Whichofthesestrategiesismosteffective?Copyright?2011PearsonCanadaInc.VroomandJago’sSituationalModelofParticipation(continued)Themosteffectivestrategydependsonthesituationorproblemathand.Theleader’sgoalshouldbetomakehigh-qualitydecisionstowhichemployeeswillbeadequatelycommittedwithoutunduedelay.Todothis,theleadermustconsiderquestionsinadecisiontree.Copyright?2011PearsonCanadaInc.VroomandJago’sSituationalModelofParticipation(continued)Thequestionsareorientedtowardpreservingeitherdecisionqualityorcommitmenttothedecision.Bytracingaproblemthroughthedecisiontree,theleaderencounterstheprescribeddegreeofparticipationforthatproblem.Copyright?2011PearsonCanadaInc.VroomandJagoDecisionTreeQuestionsHowimportantisthetechnicalqualityofthisdecision?(qualityrequirement)Howimportantissubordinatecommitmenttothedecision?(commitmentrequirement)Doyouhavesufficientinformationtomakeahigh-qualitydecision?Istheproblemwell-structured?Copyright?2011PearsonCanadaInc.VroomandJagoDecisionTreeQuestions(continued)Ifyouweretomakethedecisionbyyourself,isitreasonablycertainthatyoursubordinateswouldbecommittedtothedecision?Dosubordinatessharetheorganizationalgoalstobeattainedinsolvingtheproblem?Copyright?2011PearsonCanadaInc.VroomandJagoDecisionTreeQuestions(continued)Isconflictamongsubordinatesoverpreferredsolutionslikely?Dosubordinateshavesufficientinformationtomakeahigh-qualitydecision?Copyright?2011PearsonCanadaInc.VroomandJago’’sSituationalModelofParticipation(continued)Bytracingtheproblemthroughthedecisiontree,theleaderencounterstheprescribeddegreeofparticipationforthatproblem.Thetreeshowsthefastestapproachpossiblethatstillmaintainsdecisionqualityandcommitment.Ifaleaderiswillingtosacrificesomespeed,amoreparticipativeapproachcouldstimulateemployeedevelopment.Copyright?2011PearsonCanadaInc.ResearchEvidenceThemodelhassubstantialresearchsupport.Followingthemodel’sprescriptionsismorelikelytoleadtosuccessfulmanagerialdecisionsthanunsuccessfuldecisions.Thereissubstantialevidencethatemployeeswhohavetheopportunitytoparticipateinwork-relateddecisionsreportmorejobsatisfactionthanthosewhodonot.Forparticipationtobetranslatedintohigherproductivity,certainfacilitatingconditionsmustexist.Copyright?2011PearsonCanadaInc.ResearchEvidence(continued)Participationshouldworkbestwhen:Employeesfeelfavourablytowardit.Employeesareintelligentandknowledgeableabouttheissueathand.Whenthetaskiscomplexenoughtomakeparticipationuseful.TheseconditionsareincorporatedintotheVroomandJagomodel.Copyright?2011PearsonCanadaInc.Leader-MemberExchange(LMX)TheoryAtheoryofleadershipthatfocusesonthequalityoftherelationshipthatdevelopsbetweenaleaderandanemployee.Arelationship-basedapproachtoleadership.Effectiveleadershipprocessesresultwhenleadersandemployeesdevelopandmaintainhigh-qualitysocialexchangerelationships.Copyright?2011PearsonCanadaInc.ResearchEvidenceHighLMXinvolvesahighdegreeofmutualinfluenceandobligationaswellastrust,loyalty,andrespectbetweenaleaderandanemployee.LowLMXischaracterizedbylowtrust,respect,obligation,andmutualsupport.Higher-qualityLMXrelationshipsresultinpositiveoutcomesforleaders,employees,workunits,andorganizations.Copyright?2011PearsonCanadaInc.TransactionalandTransformationalLeadershipTransactionalleadershipisleadershipthatisbasedonafairlystraightforwardexchangebetweentheleaderandthefollowers.Transactionalleadershipbehaviourinvolves:ContingentrewardbehaviourManagementbyexceptionCopyright?2011PearsonCanadaInc.ManagementByExceptionTheleadertakescorrectiveactiononthebasisofresultsofleader-followertransactions.Theleadermonitorsfollowerbehaviour,anticipatesproblems,andtakescorrectiveactionsbeforethebehaviourcreatesseriousproblems.Copyright?2011PearsonCanadaInc.TransformationalLeadershipTransformationalleadershipisleadershipthatprovidesfollowerswithanewvisionthatinstillstruecommitment.Transformationalleaderschangethebeliefsandattitudesoffollowerstocorrespondwithanewvisionandmotivatesthemtoachieveperformancebeyondexpectations.Copyright?2011PearsonCanadaInc.TransformationalLeadersPopularexamplesoftransformationalleaders:HerbKelleherMichaelEisnerStevenJobsCarlyFiorinaWhataretheskillsoftheseexceptionaltransformationalleaderswhoencourageconsiderableeffortanddedicationonthepartoffollowers?Copyright?2011PearsonCanadaInc.TransformationalLeadership(continued)Transformationalleadersareusuallygoodatthetransactionalaspectsofclarifyingthepathstogoalsandrewardinggoodperformance.Otherqualitiesthatsettransformationalleadersapartfromtransactionalleaders:IntellectualstimulationIndividualizedconsiderationInspirationalmotivationCharismaCopyright?2011PearsonCanadaInc.IntellectualStimulationPeoplearestimulatedtothinkaboutproblems,issues,andstrategiesinnewways.Thiscontributestothe““newvision”aspectoftransformationalleadership.Itofteninvolvescreativityandnovelty.Copyright?2011PearsonCanadaInc.IndividualizedConsiderationThisinvolvestreatingemployeesasdistinctindividuals,indicatingconcernfortheirneedsandpersonaldevelopment,andservingasamentororcoachwhenappropriate.Theemphasisisaone-on-oneattempttomeettheconcernsandneedsoftheindividualinquestioninthecontextoftheoverallgoalormission.Copyright?2011PearsonCanadaInc.InspirationalMotivationThisinvolvesthecommunicationofvisionsthatareappealingandinspiringtofollowers.Leaderswithinspirationalmotivationstimulateenthusiasm,challengefollowerswithhighstandards,communicateoptimismaboutfuturegoalattainment,andprovidemeaningforthetaskathand.Theyinspirefollowersusingsymbolicactionsandpersuasion.Copyright?2011PearsonCanadaInc.CharismaTheabilitytocommandstrongloyaltyanddevotionfromfollowersandthushavethepotentialforstronginfluenceamongthem.Thisisthemostimportantaspectoftransformationalleadership.Charismaprovidestheemotionalaspectoftransformationalleadership.Copyright?2011PearsonCanadaInc.Charisma(continued)Charismaticleadershiphasbeenfoundtobestronglyrelatedtofollowersatisfactionandleadershipeffectiveness.ItisunclearastowhetherornotCEOcharismaleadstobetterperformance.Someevidencethatitdoeswhentheenvironmentisperceivedtobeuncertain.SeveralstudieshavefoundthatCEOtransformationalleadershipispositivelyrelatedtoorganizationalperformance.Copyright?2011PearsonCanadaInc.TransformationalLeadership:ResearchEvidenceTransformationalleadershipisstronglyrelatedtofollowermotivationandsatisfaction,leaderperformance,leadereffectiveness,andgroupandorganizationperformance.Contingentrewardleadershipisalsostronglyrelatedtotheseoutcomes.Copyright?2011PearsonCanadaInc.TransformationalLeadership:ResearchEvidence(continued)Transformationalleadershipisespeciallyeffectiveduringtimesofchangeandforobtainingemployees’’commitmenttochange.Whyaretransformationalleaderssoeffective?Copyright?2011PearsonCanadaInc.TransformationalLeadership:ResearchEvidence(continued)Transformationalleadersareinstrumentalindevelopinghigh-qualityLMXrelationships,identificationwithone’’sworkunit,andself-efficacy.Theyalsoenhanceemployees’’perceptionsofthefivecorejobcharacteristicsofthejobcharacteristicsmodel.Overall,researchindicatesthatthebestleadersarebothtransformationalandtransactional.Copyright?2011PearsonCanadaInc.EthicalLeadershipEthicalleadershipinvolvesthedemonstrationofnormativelyappropriateconductthroughpersonalactionsandinterpersonalrelationships,andthepromotionofsuchconducttofollowersthroughtwo-waycommunication,reinforcement,anddecision-making.Copyright?2011PearsonCanadaInc.EthicalLeadership(continued)Whatdoethicalleadersdo:Theymodelwhatisdeemedtobenormativelyappropriatebehaviour(e.g.,honesty)TheymakeethicssalientintheworkplaceTheysetethicalstandardsTheyrewardethicalconductTheydisciplinethosewhodon’’tfollowethicalstandardsCopyright?2011PearsonCanadaInc.EthicalLeadership(continued)Ethicalleaderscareaboutpeopleandthebroadersocietyandseektodotherightthingpersonallyandprofessionally.Whatshouldleadersdotodevelopanethicalcultureandworkplace?Copyright?2011PearsonCanadaInc.EthicalLeadership(continued)Theymusthaveastrongcommitmenttoethicsandraiseawarenessandreinforcetheimportanceofethicsby:Communicatingaclearandconsistentpositiveethicsmessagefromthetop.Creatingandembracingopportunitiesforeveryoneintheorganizationtocommunicatepositiveethicsvaluesandpractices.Ensuringconsequencesforethicalandunethicalconduct.Copyright?2011PearsonCanadaInc.ResearchEvidence:EthicalLeadershipEthicalleadershiphasbeenfoundtobepositivelyassociatedwithemployeeperceptionsofhonesty,fairness,andeffectivenessandwithlesscounterproductivebehaviour.Employeesofethicalleadersweremoresatisfiedwiththeirsupervisor,morewillingtodevoteextraefforttoone’’sjob,andmorewillingtoreportproblemstomanagement.Copyright?2011PearsonCanadaInc.ResearchEvidence:EthicalLeadership(continued)Theethicalbehaviourofleadershasasi