Leadership & Team

Management
MGMT-623

Lecture-15
 Summary
of
Lecture-14
 The Big Five Model of
Personality
Extroversion

Agreeableness Emotional
Stability

Conscientiousness Openness to
Experience
 MBTI
Developed by
Katherine Briggs and Isabel Briggs Myers
and popularized in
The Myers-Briggs Type Indicator or
MBTI
Based upon their own work
and that of
Carl Jung
in his book
“Psychological Types”
 Each Needs The Other
Extraversion/ Sensing/
Introversion iNtuition

Thinking/ Judging/
Feeling Perceiving
For Balance
16 Different Types

ISTJ ISFJ INFJ INTJ

ISTP ISFP INFP INTP

ESTP ESFP ENFP ENTP

ESTJ ESFJ ENFJ ENTJ

Today’s Topics
 Leadership
Leader
Personality
Position
Expertise,
Etc.

Followers Leadership Situation

Values
Task
Norms
Stress
Cohesiveness,
Environment,
Etc.
Etc.
The Situation
Task Type
 Structure of organization
 Stress
 Environment,
 Etc.
Situational factors influence the leadership
process:
– Size of the organization
– Organizational life cycle stage
– Social and psychological climate
– Patterns of employment
– Type, place, and purpose of work performed
– Culture of the organization
– Over all environment
– Leader-follower interaction
 Leader-follower compatibility

 Compatibilities within the

followers
 Size of the Organization
 An organization’s size demands
certain types of leadership skills
– Leaders of small organizations:
 Salespeople, marketing manager and production
managers
 Organize, assign, coach, evaluate

– Leaders of large organizations:

 Focus on public image and investment plans
 Head of Multinational and larger organization
Differences Between Large and
Small Organizations

 LARGE  SMALL
– Economies of – Flexible
scale – Regional reach
– Global reach – Flat structure
– Complex – Simple
– Entrepreneurs
 Changes with size
 Formalization increases
 Centralization decreases
 Complexity increases
– Vertical
– Horizontal

 Personnel Ratios
– Top administration Decreases
– Clerical Ratio Increases
– Professional Staff Ratio Increases
 Growth Rates
 When organizations are growing
–Administration grows faster

 When organizations are shrinking

–Administration shrinks more slowly
 Organizational
Life Cycle Stage
Stages in the Organization Life
Cycle
 Organization Life-cycle
o Entrepreneur – more creativity, leadership doing
most of the work
o Collectivity – direction from leader, delegation of
powers
o Formalization -systems development, red tape
o Elaboration -teamwork, divisions of labor
o Maturity - maintain established, innovate for new
business, get better managers, or face gradual
decline
Birth Growth Shakeout Maturity

Non-bureaucratic Pre-bureaucratic Bureaucratic Verybureaucratic

Situational Influences on
Organization Design

ORGANIZATION
DESIGN
 Social and
Psychological Climate
 Factors that influence:
– Confusion
– Anxiety
– Conflicts
– Mistrust
– Stress
– Politics
Patterns of Employment

 Permanent or Temporary
 Short-term or Long-term
 Etc.
Type, Place, and Purpose of
Work
 The type of work is an important factor
– Work duties are clear-cut, routine or monotonous
– Work duties loosely defined

 Context of place and purpose is also a

factor
– Where is the setting?
– What is the challenge?
Organizational Culture

The system of shared values and

beliefs held by organizational
members.
 Organizational Culture
 All organizations have cultures
– Culture by default
– Culture by design – thoughtful choices
based on values and core beliefs

 How does a organization consciously

create its culture?
 How Organization Cultures
Form
Philosophy of organization’s
founders

Selection criteria

Top management Socialization

Organization
Culture
 Organizational Culture
 Observable Evidence:
– Symbols
– Ceremonies
– Stories
– Behaviors
– Language
– Dress
 Underlying Roots:
– Values, Assumptions, Beliefs, Attitudes,
Feelings
 Types of Organizational
Cultures
 Control cultures

 Collaboration cultures

 Competence cultures

 Cultivation cultures
 Culture’s Effects on
Behavior
 Communication

 Cooperation

 Commitment

 Decision Making
 Implementation

 Leadership style
 Bottom Line
 Culture permeates org. behavior

 BUT

–Very hard to observe or quantify

Organizations Resemble Villages:
– Rituals for dealing with significant events
– A certain pace and style of working
– Unspoken taboos
– Social structures, and patterns of behavior
based on community values
– Habits governing dress, language, food, etc
– Norms of behavior governing use of
resources
 Organizational Climate
 Importantdimensions that
determine organizational climate:
– Reward system
– Organizational clarity
– Standards of performance
– Affection and support
– Leadership practices
 Organizational Climate
 Now consider an enlightened, supportive
educational institutions
– Standards are high
– Leadership is effective
– Goals and responsibilities are clear
– SOPs
– The reward system enforces work
– Creativity is obvious
Effective leadership
–Find climate consistent with leadership
style

–Change leadership style to fit climate

–Change followers’ perception of climate

–Change climate
Overall Environment
General Environment

Task Environment

Organization
The organizational
environment is the set of
forces surrounding an
organization that have the
potential to affect the way it
operates and its access to
scarce resources.
Environmental Uncertainty

 Capacity

 Instability

 Complexity
Sources of Environmental
Uncertainty- complexity, dynamism,
and richness
As the environment becomes more
complex, less stable, and poorer,
the level of uncertainty increases.
Leader-Followers
Interaction
Leader-follower compatibility

Compatibilities within the

followers
 The Situation

–Task structure
–Organization Culture and
environment
–Leader-member relations
–Leader position power
Summary
Next….
Leadership & Team
Management
MGMT-623

Lecture-15