Summary: Globe Study
Choose any five culturally contingent leadership attributes from slide 27 of presentation Chapter 13(attached). Compare how these attributes are perceived in your country of origin(India) vs North America.
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Chapter 13
The Situation
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Chapter Outline
Introduction
The Task
The Organization
The Environment
Implications for Leadership Practitioners
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The Situation
“When you’ve exhausted all possibilities, remember this: You haven’t!”
Robert H. Schuller, minister and author
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Introduction, 1
Situational engineering: Leaders use their knowledge of how a situation affects leadership to proactively change the situation to improve the chances of success
Leaders in dangerous situations may adopt different strategies to be successful than they would in more normal situations
Situations often explain more about what is going on and what kinds of leadership behaviors will be best than any other single variable
Appropriateness of a leader’s behavior in a group makes sense only in the situational context in which the behavior occurs
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Introduction, 2
Situations, not someone’s traits or abilities, play the most important role in determining who emerges as a leader
Historically, great leaders emerged during social upheavals, economic crises, or revolutions
Researchers advocating the situational viewpoint believed that leaders were made, not born, and that prior leadership experience helped forge effective leaders
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Introduction, 3
Role theory: Leaders’ behaviors depends on their perceptions of critical aspects of the situation
Rules and regulations governing a job
Role expectations of subordinates, peers, and superiors
Nature of the task
Feedback about subordinates’ performance
Multiple-influence model: Distinguishes between microvariables, such as task characteristics, and macrovariables, such as the external environment, in the situation
Macrovariables have a pervasive influence on the ways leaders act
Main situational levels of abstraction: Task, organizational, and environmental
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Figure 13.1: An Expanded Leader-Follower-
Situation Model
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Figure 12.1: An Expanded Leader-Follower-Situation Model
, Appendix
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Lecture Script 6-7
How Tasks Vary, and What That Means for
Leadership
Task autonomy: Degree to which a job provides an individual with some control over what he or she does and how he or she does it
Task feedback: Degree to which a person accomplishing a task receives information about performance from performing the task itself
Task structure: Degree to which a task is structured or unstructured
Task interdependence: Degree to which tasks require coordination and synchronization for work groups or teams to accomplish desired goals
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Lecture Script 6-8
Problems and Challenges
Technical problems: Challenges for which problem-solving resources already exist
Resources have two aspects: Specialized methods and specialized expertise
Can be solved without changing the nature of the social system in which they occur
Adaptive problems: Cannot be solved using currently existing resources and ways of thinking
Can be difficult reaching a common definition of what the problem really is
Can be solved only by changing the system itself
Require adaptive leadership for solutions
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Lecture Script 6-9
From the Industrial Age to the Information Age, 1
In the information age, many fundamental assumptions of the industrial age are becoming obsolete
Kaplan and Norton have identified a new set of operating assumptions underlying the information age in terms of how companies operate
Cross functions: Organizations must operate with integrated business processes that cut across traditional business functions
Links to customers and suppliers: Information technology enables organizations to integrate supply, production, and delivery processes and to realize improvements in cost, quality, and response time
Customer segmentation: Companies must learn to offer customized products and services to diverse customer segments
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Lecture Script 6-10
From the Industrial Age to the Information Age, 2
Global scale: Companies today compete against the best companies throughout the entire world
Innovation: As product life cycles continue to shrink, companies must be masters at anticipating customers’ future needs, innovating new products and services, and rapidly deploying new technologies into efficient delivery processes
Knowledge workers: All employees must contribute value by what they know and by the information they can provide
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The Formal Organization, 1
Involves the disciplines of management, organizational behavior, and organizational theory
Many aspects can have a profound impact on leadership
Level of authority: Hierarchical level in an organization
Organizational structure: The way an organization’s activities are coordinated and controlled
Represents another level of the situation in which leaders and followers must operate
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The Formal Organization, 2
Organizational structures vary in complexity
Horizontal complexity: Number of “boxes” at any particular organizational level in an organizational chart
Vertical complexity: Number of hierarchical levels appearing on an organizational chart
Spatial complexity: Describes the geographical dispersion of an organization’s members
Organizations vary in their degree of formalization
Formalization: Degree of standardization
Varies with size
Centralization: Diffusion of decision making throughout an organization
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The Informal Organization: Organizational Culture, 1
Informal organization: Organization’s culture
Organizational culture: System of shared backgrounds, norms, values, or beliefs among members of a group
Organizational climate: Concerns members’ subjective reactions to the organization
Partly a function of organizational culture
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Some Questions That Define Organizational Culture
What can be talked about or not talked about?
How do people wield power?
How does a person get ahead or stay out of trouble?
What are the unwritten rules of the game?
What are the organization’s morality and ethics?
What stories are told about the organization?
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The Informal Organization: Organizational Culture, 2
Leaders can change culture by attending to or ignoring particular issues, problems, or projects
Leaders can modify culture:
Through their reactions to crises
By rewarding new or different kinds of behavior
By eliminating previous punishments or negative consequences for certain behaviors
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Figure 13.2: The Competing Values Framework
Source: K. S. Cameron and R. E. Quinn, Diagnosing and Changing Organizational Culture (Reading, MA: Addison-Wesley, 1999), p. 32.
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Figure 12.2: The Competing Values Framework
, Appendix
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The Competing Values Framework
Values depicted on opposite ends of each axis are inherently in tension with each other
An organization’s culture represents a balance between these competing values
People tend not to be consciously aware of their own organization’s culture
People become aware of any need for culture change only when an organization’s culture is impeding organizational performance
Designed to help organizations be more deliberate in identifying a culture more likely to be successful given their respective situations, and in transitioning to it
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Table 13.3: Contributions to Organizational Effectiveness of Organizational Culture Emphases
Culture Type Primary Emphasis and Value
Clan Creating trust, valuing affiliation and collaboration, promoting teamwork
Adhocracy Building task involvement, creativity, and innovation; promoting autonomy and risk-taking
Market Increasing productivity, valuing competitiveness and achievement, promoting profitability
Hierarchy Clear rules and processes, efficiency and consistency, conformity and smooth functioning
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The Environment, 1
Ronald Heifetz argues that leaders not only are facing more crises than ever before but that a new mode of leadership is needed because we’re in a permanent state of crisis
Change has become so fast and so pervasive that it impacts virtually every organization everywhere, and everyone in them
V U C A describes this new state of affairs
V U C A stands for volatile, uncertain, complex, and ambiguous
Leadership has never been easy and appears to be growing more difficult
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Figure 13.3: Contrasting Different Environments
in the Situational Level
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Figure 13.3: Contrasting Different Environments in the Situational Level
, Appendix
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Lecture Script 6-21
The Environment, 2
Leaders need to have an understanding of societal culture to avoid any conflicts and misunderstandings that may occur when people from different cultures work together
Societal culture: Learned behaviors characterizing the total way of life of members within any given society
Guides the distinctive mannerisms, ways of thinking, and values within particular societies
Business leaders in the global context need to become aware and respectful of cultural differences and cultural perspectives
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The GLOBE Study, 1
GLOBE: Acronym for a research program called the Global Leadership and Organizational Behavior Effectiveness Research Program
Based on implicit leadership theory
Individuals have implicit beliefs and assumptions about attributes and behaviors that distinguish leaders from followers, effective leaders from ineffective leaders, and moral from immoral leaders
Relatively distinctive implicit theories of leadership characterize different societal cultures from each other as well as organizational cultures within those societal cultures
GLOBE calls these culturally endorsed implicit theories of leadership, or C L T
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The GLOBE Study, 2
GLOBE dimensions for assessing C L T across all global cultures
Charismatic slash value-based leadership: Inspires, motivates, and expects high performance from others on the basis of firmly held core values
Team-oriented leadership: Emphasizes effective team building and implementation of a common goal among team members
Participative leadership: Degree to which managers involve others in making and implementing decisions
Humane-oriented leadership: Supportive and considerate
Autonomous leadership: Independent and individualistic
Self-protective leadership: Focuses on ensuring the security of the individual or group member
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Leader Attributes and Behaviors Universally Viewed as Positive
Trustworthy
Just
Honest
Foresighted
Plans ahead
Encouraging
Informed
Excellence oriented
Positive
Dynamic
Motive arouser
Confidence builder
Motivational
Dependable
Coordinator
Intelligent
Decisive
Effective bargainer
Win-win problem solver
Administratively skilled
Communicative
Team builder
Leader Attributes and Behaviors Universally Viewed as Negative
Loner
Asocial
Noncooperative
Irritable
Nonexplicit
Egocentric
Ruthless
Dictatorial
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Examples of Leader Behaviors and Attributes That are Culturally Contingent
Ambitious
Cautious
Compassionate
Domineering
Formal
Independent
Individualistic
Logical
Orderly
Sensitive
Sincere
Worldly
Implications for Leadership Practitioners
Should expect to face a variety of challenges to their own systems of ethics, values, or attitudes during their careers
People holding seemingly antithetical values may need to work together, and dealing with diverse values will be an increasingly common challenge for leaders
Leaders should not let their own personal values interfere with professional leader-subordinate relationships unless the conflicts pertain to issues relevant to the work and the organization
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Summary
Situations may be the most complex factor in the leader-follower-situation framework
Situations vary in complexity and strength
Organizational level includes both the formal organization and the informal organization
An increasingly important variable at the environmental level is societal culture
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Appendices
Figure 12.1: An Expanded Leader-Follower-
Situation Model, Appendix
Each circle intersects the other two circles at two points. There is an area of intersection at the center, which is common to all three circles. The circles are labeled leader, followers, and situation. The situation circle has an arc inside and an arc outside it. The arc inside the circle is labeled task, and the arc outside the circle is labeled environment. An arc of the situation circle that is in between the arcs task and environment is labeled organization.
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Figure 12.1: An Expanded Leader-Follower-Situation Model
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Figure 12.2: The Competing Values
Framework, Appendix
It contains a square that is divided into four equal quadrants by two double-headed arrows that are perpendicular to each other. From the top, in a clockwise direction, the sides of the square are labeled flexibility and discretion, external focus and differentiation, stability and control, and internal focus and integration. The top-left quadrant is labeled clan. The top-right quadrant is labeled adhocracy. The bottom-right quadrant is labeled market. The bottom-left quadrant is labeled hierarchy.
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Figure 12.2: The Competing Values Framework
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Figure 13.3: Contrasting Different Environments
in the Situational Level, Appendix
It contains three overlapping circles on the left. Each circle intersects the other two circles at two points. There is an area of intersection at the center, which is common to all three circles. Two circles are placed side by side, and the third is above the other two. The circle on the top is labeled leader, the circle on the bottom-left side is labeled followers, and the circle on the bottom-right side is labeled situation. The situation circle has two consecutive arcs outside it. An arc of the situation circle that is parallel to the other two arcs is labeled task, the arc outside this arc is labeled organization, and the outermost arc is labeled environment. An arrow above the arcs points to the left and passes through the area at the center where all the three circles intersect. This arrow is labeled environment 1: simple, familiar, clear, and gradual change. An arrow below the arcs points to the left and passes through the area of intersection of the circles followers and situation. This arrow is labeled environment 2: complex, unfamiliar, ambiguous, and rapid change.
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Figure 13.3: Contrasting Different Environments in the Situational Level
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