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Organizational Leadership
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The Leadership of Rick George

Through Rick Georges leadership, Suncor Energy Inc. has become a successful Canadian oil company and one of the best places to work. George believes that leaders need to help shape the organizations vision, communicate that vision, and lead by example.

Courtesy of Suncor Energy Inc.

What is Leadership?
Leadership is the process of influencing people and providing an environment for them to achieve team or organizational objectives.

Courtesy of Suncor Energy Inc.

Perspectives of Leadership
Competency Perspective
Behaviour Perspective

Romance Perspective

Leadership Perspectives

Transformational Perspective

Contingency Perspective

Leader Competencies of Lynn Loewen

Lynn Loewen is well known

for her leadership

competencies. The chief operating officer of Air Nova

in Halifax has unwavering

drive, a keen intelligence, and a detailed knowledge of

the airline industry.

L. Wagg, Halifax Chronicle-Herald

Seven Leadership Competencies

1. Drive

2. Leadership motivation
3. Integrity 4. Self-confidence 5. Intelligence 6. Knowledge of the business
L. Wagg, Halifax Chronicle-Herald

7. Emotional intelligence

Leader Behaviour Perspective

People-oriented behaviours
Showing mutual trust and respect Concern for employee needs Desire to look out for employee welfare

Task-oriented behaviours
Assign specific tasks Ensure employees follow rules Push employees to reach peak performance

Path-Goal Leadership Styles

Directive
Task-oriented behaviours

Supportive
People-oriented behaviours

Participative
Encouraging employee involvement

Achievement-oriented
Using goal setting and positive selffulfilling prophecy

Path-Goal Leadership Model

Employee Contingencies Leader Behaviours
Directive Supportive Participative Achievementoriented

Leader Effectiveness
Motivated employees Satisfied employees Leader acceptance

Environmental Contingencies

Path-Goal Contingencies
Employee Contingencies
Skill/Experience Locus of Control Directive Supportive Participative Achievement
low external low external high internal high internal

Environmental Contingencies
Task Structure Team Dynamics

Directive Supportive Participative Achievement

nonroutine ve norms routine low cohesion nonroutine +ve norms ? ?

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Other Contingency Leadership Theories

Situational Leadership Model (Hersey/Blanchard)
Effective leaders vary style with follower readiness Leader styles telling, selling, participating, and delegating

Fiedlers Contingency Model

Leadership style is stable --based on personality Best style depends on situational control -- leadermember relations, task structure, position power

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Leader Substitutes at Pursue Assoc.

Fortunato Restagno (front)

and his associates use

leadership substitutes more than direct leadership to get

their work done. These

substitutes likely include selfset goals, rewards, training,

and guidance from coworkers.

Kitchener-Waterloo Record

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Leadership Substitutes
Conditions that limit a leaders influence or make a particular leadership style unnecessary. Examples:
Training and experience replace directive leadership
Cohesive team replaces supportive leadership
Kitchener-Waterloo Record

Self-leadership replaces achievement-oriented leadership

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Transformational Leadership at AES Corp.

AES looks for people who are both transactional and transformational leaders . We need people who can both lead and manage, says Dennis W. Bakke (right), CEO and co-founder of the global power company. [A] manager takes what is there and makes certain it works well, while a leader takes a visionary look at what is already known to discover something new.

Courtesy of AES Corp.

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Transformational v. Transactional Leaders

Transformational leaders
Leading -- changing the organization to fit the environment Develop, communicate, enact a vision

Transactional leaders

Managing -- linking job performance to rewards Ensure employees have necessary resources Apply contingency leadership theories

Courtesy of AES Corp.

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Transformational Leadership Elements

Building Commitment

Creating a Vision

Transformational Leadership
Modelling the Vision Communicating the Vision

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Romance Perspective of Leadership

Attributing Leadership

Romance Perspective of Leadership

Need for Situational Control
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Stereotyping Leadership

Gender Issues in Leadership

Male and female leaders have similar task- and people-oriented leadership. Participative leadership is used more often by female leaders. Women rated less favourably than equivalent male leaders due to stereotyping.

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