Communication & Leadership

Lecturer: Do Tien Long 09 04 51 54 46 dotienlong_mc@yahoo.com.vn

Organisational Behavior, Do Tien Long

Functions Functions of of Communication Communication

Communication The transference and the understanding of meaning.

Communication CommunicationFunctions Functions 1. 1. Control Controlmember memberbehavior. behavior. 2. 2. 3. 3. Foster Fostermotivation motivationfor forwhat whatis isto tobe bedone. done. Provide Providea arelease releasefor foremotional emotionalexpression. expression.

4. 4. Provide Provideinformation informationneeded neededto tomake makedecisions. decisions.

Organisational Behavior, Do Tien Long

The The Communication Communication Process Process

Channel
The medium selected by the sender through which the message travels to the receiver.

Types of Channels
Formal Channels
Are established by the organization and transmit messages that are related to the professional activities of members.

Informal Channels
Used to transmit personal or social messages in the organization. These informal channels are spontaneous and emerge as a response to individual choices.

Organisational Behavior, Do Tien Long

Elements Elements of of the the Communication Communication Process Process

The sender Encoding The message The channel Decoding The receiver Noise Feedback

Organisational Behavior, Do Tien Long

The The Communication Communication Process Process Model Model

Communication Process The steps between a source and a receiver that result in the transference and understanding of meaning.
E X H I B I T 111 E X H I B I T 111

Organisational Behavior, Do Tien Long

Direction of Communication
Upward Downward Lateral

Organisational Behavior, Do Tien Long

Interpersonal Interpersonal Communication Communication

Oral Communication
Advantages: Speed and feedback. Disadvantage: Distortion of the message.

Written Communication
Advantages: Tangible and verifiable. Disadvantages: Time consuming and lacks feedback.

Nonverbal Communication
Advantages: Supports other communications and provides observable expression of emotions and feelings. Disadvantage: Misperception of body language or gestures can influence receivers interpretation of message.

Organisational Behavior, Do Tien Long

Nonverbal Communication

Body Movement

Intonations

Facial Expressions

Physical Distance

2007 Prentice Hall Inc. All rights reserved.

Organisational Behavior, Do Tien Long

Intonations: Intonations: Its Its the the Way Way You You Say Say It! It!
Change your tone and you change your meaning:
Placement of the emphasis Why dont I take you to dinner tonight? Why dont I take you to dinner tonight? Why dont I take you to dinner tonight? Why dont I take you to dinner tonight? Why dont I take you to dinner tonight? Why dont I take you to dinner tonight? Why dont I take you to dinner tonight? What it means I was going to take someone else. Instead of the guy you were going with. Im trying to find a reason why I shouldnt take you. Do you have a problem with me? Instead of going on your own. Instead of lunch tomorrow. Not tomorrow night.

Source: Based on M. Kiely, When No Means Yes, Marketing, October 1993, pp. 79. Reproduced in A. Huczynski and D. Buchanan, Organizational Behaviour, 4th ed. (Essex, England: Pearson Education, 2001), p. 194.

E X H I B I T 112 E X H I B I T 112

Organisational Behavior, Do Tien Long

Three Three Common Common Formal Formal Small-Group Small-Group Networks Networks

E X H I B I T 113 E X H I B I T 113

Organisational Behavior, Do Tien Long

Small-Group Small-Group Networks Networks and and Effectiveness Effectiveness Criteria Criteria
TYPES OF NETWORKS Criteria Speed Accuracy Emergence of a leader Member satisfaction Chain Moderate High Moderate Moderate Wheel Fast High High Low All Channel Fast Moderate None High

E X H I B I T 114 E X H I B I T 114

Organisational Behavior, Do Tien Long

Grapevine Grapevine
Grapevine Characteristics
Informal, not controlled by management. Perceived by most employees as being more believable and reliable than formal communications. Largely used to serve the self-interests of those who use it. Results from:
Desire for information about important situations Ambiguous conditions Conditions that cause anxiety

Organisational Behavior, Do Tien Long

The Grapevine
Control Reliability

Self SelfInterests

Organisational Behavior, Do Tien Long

Suggestions Suggestions for for Reducing Reducing the the Negative Negative Consequences Consequences of of Rumors Rumors
1. Announce timetables for making important decisions. 2. Explain decisions and behaviors that may appear inconsistent or secretive. 3. Emphasize the downside, as well as the upside, of current decisions and future plans. 4. Openly discuss worst-case possibilitiesit is almost never as anxiety-provoking as the unspoken fantasy.

Source: Adapted from L. Hirschhorn, Managing Rumors, in L. Hirschhorn (ed.), Cutting Back (San Francisco: Jossey-Bass, 1983), pp. 5456. With permission.

E X H I B I T 115 E X H I B I T 115

Organisational Behavior, Do Tien Long

Computer-Aided Computer-Aided Communication Communication

E-mail
Advantages: quickly written, sent, and stored; low cost for distribution. Disadvantages: information overload, lack of emotional content, cold and impersonal.

Instant messaging Intranet Extranet Videoconferencing

Organisational Behavior, Do Tien Long

Knowledge Knowledge Management Management (KM) (KM)

Knowledge Management A process of organizing and distributing an organizations collective wisdom so the right information gets to the right people at the right time.
Why WhyKM KMis isimportant: important: Intellectual Intellectualassets assetsare areas asimportant importantas asphysical physicalassets. assets. When Whenindividuals individualsleave, leave,their theirknowledge knowledgeand andexperience experiencegoes goes with withthem. them. A AKM KMsystem systemreduces reducesredundancy redundancyand andmakes makesthe the organization organizationmore moreefficient. efficient.
Organisational Behavior, Do Tien Long

Choice Choice of of Communication Communication Channel Channel

Channel Richness The amount of information that can be transmitted during a communication episode. Characteristics Characteristicsof ofRich RichChannels Channels 1. 1. Handle Handlemultiple multiplecues cuessimultaneously. simultaneously. 2. 2. 3. 3. Facilitate Facilitaterapid rapidfeedback. feedback. Are Arevery verypersonal personalin incontext. context.

Organisational Behavior, Do Tien Long

Information Information Richness Richness of of Communication Communication Channels Channels

Low channel richness

High channel richness

Routine
Source: Based on R.H. Lengel and D.L. Daft, The Selection of Communication Media as an Executive Skill, Academy of Management Executive, August 1988, pp. 22532; and R.L. Daft and R.H. Lengel, Organizational Information Requirements, Media Richness, and Structural Design, Managerial Science, May 1996, pp. 55472. Reproduced from R.L. Daft and R.A. Noe, Organizational Behavior (Fort Worth, TX: Harcourt, 2001), p. 311.

Nonroutine

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Barriers Barriers to to Effective Effective Communication Communication

Filtering A senders manipulation of information so that it will be seen more favorably by the receiver. Selective Perception People selectively interpret what they see on the basis of their interests, background, experience, and attitudes.

Information Overload A condition in which information inflow exceeds an individuals processing capacity.
Organisational Behavior, Do Tien Long

Barriers Barriers to to Effective Effective Communication Communication (contd) (contd)

Emotions How a receiver feels at the time a message is received will influence how the message is interpreted. Language Words have different meanings to different people. Communication Apprehension Undue tension and anxiety about oral communication, written communication, or both.
Organisational Behavior, Do Tien Long

Communication Communication Barriers Barriers Between Between Men Men and and Women Women
Men talk to: Emphasize status, power, and independence. Complain that women talk on and on. Offer solutions. To boast about their accomplishments. Women talk to: Establish connection and intimacy. Criticize men for not listening. Speak of problems to promote closeness. Express regret and restore balance to a conversation.

Organisational Behavior, Do Tien Long

Silence Silence as as Communication Communication

Absence of speech or noise
Powerful form of communication Can indicate
Thinking Anger Fear

Watch for gaps, pauses, & hesitations in conversations

Organisational Behavior, Do Tien Long

Semantics

Word Connotations

Barriers to Effective Cross-Cultural Communication

Tone Differences
2007 Prentice Hall Inc. All rights reserved.

Perception Differences
Organisational Behavior, Do Tien Long

Hand Hand Gestures Gestures Mean Mean Different Different Things Things in in Different Different Countries Countries

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Organisational Behavior, Do Tien Long

Hand Hand Gestures Gestures Mean Mean Different Different Things Things in in Different Different Countries Countries (contd) (contd)

E X H I B I T 119 (contd) E X H I B I T 119 (contd)

Organisational Behavior, Do Tien Long

Communication Communication Barriers Barriers and and Cultural Cultural Context Context
High-Context Cultures Cultures that rely heavily on nonverbal and subtle situational cues to communication.

Low-Context Cultures Cultures that rely heavily on words to convey meaning in communication.

Organisational Behavior, Do Tien Long

HighHighvs. vs. LowLowContext Context Cultures Cultures

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Organisational Behavior, Do Tien Long

A Cultural Guide
Assume Differences Emphasize Description

Develop a Hypothesis
Organisational Behavior, Do Tien Long

Cultivate Empathy

Chapter Check-Up: Communication

Consider the way in which this man is communicating? What channel is he using? How rich is it? For what kinds of message would it be appropriate? Not appropriate?

Organisational Behavior, Do Tien Long

What What Is Is Leadership? Leadership?

Leadership The ability to influence a group toward the achievement of goals. Management Use of authority inherent in designated formal rank to obtain compliance from organizational members.

Organisational Behavior, Do Tien Long

Trait Trait Theories Theories

Traits Theories of Leadership Theories that consider personality, social, physical, or intellectual traits to differentiate leaders from nonleaders. Leadership : LeadershipTraits Traits: Extraversion Extraversion Conscientiousness Conscientiousness Openness Openness Emotional EmotionalIntelligence Intelligence (qualified) (qualified)

Organisational Behavior, Do Tien Long

Trait Trait Theories Theories

Limitations :: Limitations
No Nouniversal universaltraits traitsfound foundthat thatpredict predict leadership leadershipin inall allsituations. situations. Unclear Unclearevidence evidenceof ofthe thecause causeand andeffect effectof of relationship relationshipof ofleadership leadershipand andtraits. traits. Better Betterpredictor predictorof ofthe theappearance appearanceof of leadership leadershipthan thandistinguishing distinguishingeffective effectiveand and ineffective ineffectiveleaders. leaders.

Organisational Behavior, Do Tien Long

Trait Approach
Traits (examples)
Extraversion Conscientiousness Openness

Assumption: Leaders are born Goal: Select leaders Problems

Traits do not generalize across situations Better at predicting leader emergence than leader effectiveness

Organisational Behavior, Do Tien Long

Behavioral Behavioral Theories Theories

Behavioral Theories of Leadership Theories proposing that specific behaviors differentiate leaders from nonleaders. Behavioral Behavioraltheory: theory: L eadership L eadershipbehaviors behaviorscan canbe be taught. taught. Vs. Vs. Trait Traittheory: theory: Leaders Leadersare areborn, born,not notmade. made.
Organisational Behavior, Do Tien Long

Behavioral Approach
Ohio State Studies/U. of Michigan

Initiating Structure/Production Orientation Consideration/Employee Orientation

Assumption: Leaders can be trained Goal: Develop leaders Problem: Effective behaviors do not generalize across situations

Organisational Behavior, Do Tien Long

Ohio Ohio State State Studies Studies

Initiating Structure The extent to which a leader is likely to define and structure his or her role and those of sub-ordinates in the search for goal attainment.

Consideration The extent to which a leader is likely to have job relationships characterized by mutual trust, respect for subordinates ideas, and regard for their feelings.
Organisational Behavior, Do Tien Long

University University of of Michigan Michigan Studies Studies

Employee-Oriented Leader Emphasizing interpersonal relations; taking a personal interest in the needs of employees and accepting individual differences among members. Production-Oriented Leader One who emphasizes technical or task aspects of the job.

Organisational Behavior, Do Tien Long

The The Managerial Managerial Grid Grid

(Blake (Blakeand and Mouton) Mouton)

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Organisational Behavior, Do Tien Long

CONTINGENCY CONTINGENCY THEORIES THEORIES

All Consider the Situation
Fiedlers Contingency Model Cognitive Resource Theory Hersey and Blanchards Situational Leadership Model Path Goal Theory

Assumptions underlying the different models: Fiedler: Leaders style is fixed Others: Leaders style can and should be changed

Organisational Behavior, Do Tien Long

Fiedlers Fiedlers Model: Model: The The Leader Leader

Assumption: Leaders Style is Fixed & Can be Measured by the Least Preferred Co-Worker (LPC) Questionnaire

Least Preferred Co-Worker (LPC) Questionnaire The way in which a leader will evaluate a co-worker that is not liked will indicate whether the leader is task- or relationship-oriented.

Organisational Behavior, Do Tien Long

Fiedlers Fiedlers Model: Model: Defining Defining the the Situation Situation
Leader-Member Relations The degree of confidence, trust, and respect subordinates have in their leader. Task Structure The degree to which the job assignments are procedurized. Position Power Influence derived from ones formal structural position in the organization; includes power to hire, fire, discipline, promote, and give salary increases.
Organisational Behavior, Do Tien Long

Findings of the Fiedler Model

Good
Task-Oriented

Performance

Relationship -Oriented

Poor Favorable Category Leader-Member Relations Task Structure Position Power I Good High Strong II Good High Weak III Good Low Strong Moderate IV Good Low Weak V Poor High Strong VI Poor High Weak Unfavorable VII Poor Low Strong VIII Poor Low Weak

Organisational Behavior, Do Tien Long

Cognitive Cognitive Resource Resource Theory Theory

Cognitive Resource Theory A theory of leadership that states that the level of stress in a situation is what impacts whether a leaders intelligence or experience will be more effective.

Research :: ResearchSupport Support

Less Lessintelligent intelligentindividuals individualsperform performbetter betterin inleadership leadershiproles roles under underhigh highstress stressthan thando domore moreintelligent intelligentindividuals. individuals. Less Lessexperienced experiencedpeople peopleperform performbetter betterin inleadership leadershiproles roles under underlow lowstress stressthan thando domore moreexperienced experiencedpeople. people.
Organisational Behavior, Do Tien Long

Contingency Approach: Hersey & Blanchard Situational Model

Considers Leader Behaviors (Task & Relationship)
Assumes Leaders CAN change their behaviors

Considers Followers as the Situation

Follower Task maturity (ability & experience) Follower Psychological maturity (willingness to take responsibility)

Assumptions
Leaders can and should change their style to fit their followers degree of readiness (willingness and ability) Therefore, it is possible to TRAIN leaders to better fit their style to their followers.
Organisational Behavior, Do Tien Long

Hersey Hersey and and Blanchards Blanchards Situational Situational Leadership Leadership Theory Theory
Situational Leadership Theory (SLT) A contingency theory that focuses on followers readiness; the more ready the followers (the more willing and able) the less the need for leader support and supervision.

LOW

Amount of Follower Readiness

HIGH

Amount of Leader Support & Supervision Required HIGH

Organisational Behavior, Do Tien Long

LOW

Leadership Leadership Styles Styles and and Follower Follower Readiness Readiness (Hersey (Hersey and and Blanchard) Blanchard)
Follower Readiness
Able Unwilling Willing

Supportive Participative

Monitoring

Leadership Styles

Unable

Directive

High Task and Relationship Orientations

Organisational Behavior, Do Tien Long

LeaderMember LeaderMember Exchange Exchange Theory Theory

Leader-Member Exchange (LMX) Theory Leaders select certain followers to be in (favorites) Based on competence and/or compatibility & similarity to leader Exchanges with these In followers will be higher quality than with those who are Out RESULT: In subordinates will have higher performance ratings, less turnover, and greater job satisfaction

Organisational Behavior, Do Tien Long

Leader-Member Leader-Member Exchange Exchange Theory Theory

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Organisational Behavior, Do Tien Long

Path-Goal Path-Goal Theory Theory

Premise Leader must help followers attaining goals and reduce roadblocks to success Leaders must change behaviors to fit the situation (environmental contingencies & subordinate contingencies)

Organisational Behavior, Do Tien Long

The The Path-Goal Path-Goal Theory Theory

E X H I B I T 124 E X H I B I T 124

Organisational Behavior, Do Tien Long

Leader-Participation Leader-Participation Model Model

Premise: Rule based decision tree to guide leaders about when and when not to include subordinate participation in decision making Considers 12 contingency variables to consider whether or not to include subordinates in decision making

Organisational Behavior, Do Tien Long

Contingency Contingency Variables Variables in in the the Revised Revised Leader-Participation Leader-Participation Model Model
1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. Importance of the decision Importance of obtaining follower commitment to the decision Whether the leader has sufficient information to make a good decision How well structured the problem is Whether an autocratic decision would receive follower commitment Whether followers buy into the organizations goals Whether there is likely to be conflict among followers over solution alternatives Whether followers have the necessary information to make a good decision Time constraints on the leader that may limit follower involvement Whether costs to bring geographically dispersed members together is justified Importance to the leader of minimizing the time it takes to make the decision Importance of using participation as a tool for developing follower decision skills

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Organisational Behavior, Do Tien Long

Chapter Check-Up: Leadership

Which leadership theory (ies) say(s) that a leader cannot be trained?
Ohio State Model Fiedlers Contingency Theory U. Of Michigan Studies Path Goal Theory All of the above Fielders Contingency Theory is the only one which says a leaders style is fixed and cannot be trained. But, what do all of the theories above have in common?

Organisational Behavior, Do Tien Long

Framing: Framing: Using Using Words Words to to Shape Shape Meaning Meaning and and Inspire Inspire Others Others
Framing A way to use language to manage meaning.
Leaders Leadersuse useframing framing (selectively (selectivelyincluding includingor or excluding excludingfacts) facts)to to influence influencehow howothers others see seeand andinterpret interpret reality. reality.

Organisational Behavior, Do Tien Long

Inspirational Inspirational Approaches Approaches to to Leadership Leadership

Charismatic Leadership Theory Followers make attributions of heroic or extraordinary leadership abilities when they observe certain behaviors. Charismatic CharismaticLeaders Leaders 1. 1. Have Havea avision vision 2. 2. Are Arewilling willingto totake takepersonal personalrisks risksto toachieve achieve the thevision vision 3. 3. Are Aresensitive sensitiveto tofollower followerneeds needs 4. 4. Exhibit Exhibitbehaviors behaviorsthat thatare areout outof ofthe the ordinary ordinary
Organisational Behavior, Do Tien Long

Key Key Characteristics Characteristics of of Charismatic Charismatic Leaders Leaders

1. Vision and articulation. Has a visionexpressed as an idealized
goalthat proposes a future better than the status quo; and is able to clarify the importance of the vision in terms that are understandable to others.

2. Personal risk. Willing to take on high personal risk, incur high

costs and engage in self-sacrifice to achieve the vision.

3. Environmental sensitivity. Able to make realistic assessments of

the environmental constraints and resources needed to bring about change.

4. Sensitivity to follower needs. Perceptive of others abilities and

responsive to their needs and feelings.

5. Unconventional behavior. Engages in behaviors that are

perceived as novel and counter to norms.
Source: Based on J. A. Conger and R. N. Kanungo, Charismatic Leadership in Organizations (Thousand Oaks, CA: Sage, 1998), p. 94.

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Organisational Behavior, Do Tien Long

Beyond Beyond Charismatic Charismatic Leadership Leadership

Level 5 Leaders
Possess a fifth dimensiona paradoxical blend of personal humility and professional willin addition to the four basic leadership qualities of individual capability, team skills, managerial competence, and the ability to stimulate others to high performance. Channel their ego needs away from themselves and into the goal of building a great company.

Organisational Behavior, Do Tien Long

Transactional Leaders

Transactional Transactional and and Transformational Transformational Leadership Leadership

Contingent Reward Management by Exception (active) Management by Exception (passive) Laissez-Faire

Leaders who guide or motivate their followers in the direction of established goals by clarifying role and task requirements.

Transformational Leaders Leaders who provide the four Is (individualized consideration, inspirational motivation, idealized influence, and intellectual stimulation
Idealized Influence Inspirational Motivation Intellectual Stimulation Individual Consideration

Organisational Behavior, Do Tien Long

Characteristics Characteristics of of Transactional Transactional Leaders Leaders

Contingent Reward: Contracts exchange of rewards for
effort, promises rewards for good performance, recognizes accomplishments.

Management by Exception (active): Watches and

searches for deviations from rules and standards, takes corrective action.

Management by Exception (passive): Intervenes only if

standards are not met.

Laissez-Faire: Abdicates responsibilities, avoids making

decisions.

Source: B. M. Bass, From Transactional to Transformational Leadership: Learning to Share the Vision, Organizational Dynamics, Winter 1990, p. 22. Reprinted by permission of the publisher. American Management Association, New York. All rights reserved.

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Organisational Behavior, Do Tien Long

Full Full Range Range of of Leadership Leadership Model Model

Organisational Behavior, Do Tien Long

Characteristics Characteristics of of Transformational Transformational Leaders Leaders

Idealized Influence: Provides vision and sense of mission,
instills pride, gains respect and trust.

Inspiration: Communicates high expectations, uses symbols

to focus efforts, expresses important purposes in simple ways.

Intellectual Stimulation: Promotes intelligence, rationality,

and careful problem solving.

Individualized Consideration: Gives personal attention,

treats each employee individually, coaches, advises.

E X H I B I T 132 (contd) E X H I B I T 132 (contd)

Organisational Behavior, Do Tien Long

Authentic Authentic Leaders Leaders and and Ethical Ethical Behavior Behavior
Authentic Leaders know who they are, what they believe in and value, and act on those values openly and candidly. Followers see them as ethical. Ethical leaders use ethical means to get followers to achieve their goals, and the goals themselves are ethical.

Organisational Behavior, Do Tien Long

Ethical Ethical Leadership Leadership

Actions :: Actions
Work Workto topositively positivelychange changethe the attitudes attitudesand andbehaviors behaviorsof of employees. employees. Engage Engagein insocially sociallyconstructive constructive behaviors. behaviors. Do Donot notabuse abusepower poweror oruse use improper impropermeans meansto toattain attaingoals. goals.

Organisational Behavior, Do Tien Long

Trust: Trust: The The Foundation Foundation of of Leadership Leadership

Trust A positive expectation that another will notthrough words, actions, or decisionsact opportunistically. Trust is a history-dependent process (familiarity) based on relevant but limited samples of experience (risk).

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Organisational Behavior, Do Tien Long

Dimensions Dimensions of of Trust Trust

Integrity honesty and truthfulness. Competence an individuals technical and interpersonal knowledge and skills. Consistency an individuals reliability, predictability, and good judgment in handling situations. Loyalty the willingness to protect and save face for another person. Openness reliance on the person to give you the full truth.

Organisational Behavior, Do Tien Long

Three Three Types Types of of Trust Trust

Deterrence-based Trust Trust based on fear of reprisal if the trust is violated. Knowledge-based Trust Trust based on behavioral predictability that comes from a history of interaction. Identification-based Trust Trust based on a mutual understanding of each others intentions and appreciation of the others wants and desires.
Organisational Behavior, Do Tien Long

Basic Basic Principles Principles of of Trust Trust

Mistrust drives out trust. Trust begets trust. Growth often masks mistrust. Decline or downsizing tests the highest levels of trust. Trust increases cohesion. Mistrusting groups self-destruct. Mistrust generally reduces productivity.

Organisational Behavior, Do Tien Long

Employees Employees Trust Trust in in Their Their CEOs CEOs

Employees who believe in senior management:

Source: Gantz Wiley Research. Reproduced in USA Today, February 12, 2003, p. 7B.

E X H I B I T 122 E X H I B I T 122

Organisational Behavior, Do Tien Long

Contemporary Contemporary Leadership Leadership Roles: Roles: Providing Providing Team Team Leadership Leadership
Team :: TeamLeadership LeadershipRoles Roles Act Actas asliaisons liaisonswith withexternal externalconstituencies. constituencies. Serve Serveas astroubleshooters. troubleshooters. Managing Managingconflict. conflict. Coaching Coachingto toimprove improveteam teammember member performance performance

Organisational Behavior, Do Tien Long

Contemporary Contemporary Leadership Leadership Roles: Roles: Mentoring Mentoring

Mentor A senior employee who sponsors and supports a less-experienced employee (a protg). Mentoring :: MentoringActivities Activities Present Presentideas ideasclearly clearly Listen Listenwell well Empathize Empathize Share Shareexperiences experiences Act Actas asrole rolemodel model Share Sharecontacts contacts Provide Providepolitical political guidance guidance
Organisational Behavior, Do Tien Long

Contemporary Contemporary Leadership Leadership Roles: Roles: Self-Leadership Self-Leadership

Self-Leadership A set of processes through which individuals control their own behavior. Creating :: Creatingself selfleaders leaders
Model Modelself-leadership. self-leadership. Encourage Encourageemployees employeesto to create self-set goals. create self-set goals. Encourage Encouragethe theuse useof ofselfselfrewards. rewards. Create Createpositive positivethought thought patterns. patterns. Create Createaaclimate climateof ofselfselfleadership. leadership. Encourage Encourageself-criticism. self-criticism.

Organisational Behavior, Do Tien Long

Online Online Leadership Leadership

Leadership at a Distance: Building Trust
The lack of face-to-face contact in electronic communications removes the nonverbal cues that support verbal interactions. There is no supporting context to assist the receiver with interpretation of an electronic communication. The structure and tone of electronic messages can strongly affect the response of receivers. An individuals verbal and written communications may not follow the same style. Writing skills will likely become an extension of interpersonal skills
Organisational Behavior, Do Tien Long

Challenges Challenges to to the the Leadership Leadership Construct Construct

Attribution Theory of Leadership The idea that leadership is merely an attribution that people make about other individuals.

Qualities :: Qualitiesattributed attributedto toleaders leaders

Leaders Leadersare areintelligent, intelligent,outgoing, outgoing,have havestrong strongverbal verbalskills, skills, are areaggressive, aggressive,understanding, understanding,and andindustrious. industrious. Effective Effectiveleaders leadersare areperceived perceivedas asconsistent consistentand and unwavering unwaveringin intheir theirdecisions. decisions. Effective Effectiveleaders leadersproject projectthe theappearance appearanceof ofbeing beingaaleader. leader.

Organisational Behavior, Do Tien Long

Substitutes Substitutes and and Neutralizers Neutralizers for for Leadership Leadership
Defining Characteristics Individual
Experience/training Professionalism Indifference to rewards No effect on Substitutes for Neutralizes Substitutes for Substitutes for Neutralizes

RelationshipOriented Leadership

TaskOriented Leadership

Job
Highly structured task Provides its own feedback Intrinsically satisfying No effect on No effect on Substitutes for Substitutes for Substitutes for No effect on

Organization
Explicit formalized goals Rigid rules and procedures Cohesive work groups No effect on No effect on Substitutes for Substitutes for Substitutes for Substitutes for

Source: Based on S. Kerr and J. M. Jermier, Substitutes for Leadership: Their Meaning and Measurement, Organizational Behavior and Human Performance, December 1978, p. 378.

E X H I B I T 137 E X H I B I T 137

Organisational Behavior, Do Tien Long

Finding Finding and and Creating Creating Effective Effective Leaders Leaders
Selection
Review specific requirements for the job. Use tests that identify personal traits associated with leadership, measure self-monitoring, and assess emotional intelligence. Conduct personal interviews to determine candidates fit with the job.

Training
Recognize that all people are not equally trainable. Teach skills that are necessary for employees to become effective leaders. Provide behavioral training to increase the development potential of nascent charismatic employees.
Organisational Behavior, Do Tien Long

Chapter Check-Up: Contemporary Issues in Leadership

Julie spends time with each subordinate and knows their development plans for the next five years. Julie exhibits ____________
Inspirational Motivation Unconventional Behavior Individualized Consideration Full Range Leadership Charismatic Leadership

Julie is showing individualized consideration, part of transformational leadership. Organisational Behavior, Do Tien Long