A charismatic leader and Organizational Change

A charismatic leader and Organizational Change

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A charismatic leader and Organizational Change

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Chapter Fifteen Organizational Change

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Chapter Fifteen Organizational Change

A charismatic leader. A visionary leader. A demanding taskmaster (which might be good or bad leadership). People have described the leadership of Steve Jobs in many ways, and with considerably divergent attitudes toward that leadership. These diverse views illustrate that leadership is multidimensional; it exists in many ways and forms. Furthermore, people are not necessarily effective leaders from all of these perspectives. This chapter explores leadership from the five perspectives that are apparent in the huge volume of leadership literature: competency, behavioral, contingency, transformational, and implicit.2 In the final section, we also consider cross-cultural and gender issues in organizational leadership. But first, we learn about the meaning of leadership and shared leadership.

What Is Leadership?

A few years ago, 54 leadership experts from 38 countries reached a consensus that leadership is about influencing, motivating, and enabling others to contribute toward the effectiveness and success of the organizations of which they are members.3 This definition has two key components. First, leaders motivate others through persuasion and other influence tactics. They use their communication skills, rewards, and other resources to energize the collective to achieve challenging objectives. Second, leaders are enablers. They arrange the work environment—such as allocating resources and altering communication patterns— so employees can achieve organizational objectives more easily.

Leadership is one of the most researched and discussed topics in the field of organizational behavior. Google returns a whopping 724 million web pages that mention either “leader” or “leadership” (24 million of them have one of these words in the title). Google Scholar lists 173,000 journal articles and books that have one or both words in the title. Amazon, the online retailer, currently lists more than 55,000 printed leadership books. As Exhibit 12.1 illustrates, the number of leadership books and materials added to the U.S. Library of Congress catalog has grown exponentially over the past half-century. Why does the topic of leadership command so much attention? Possibly because leadership

– 7336 – 3054 1711 1240 146 130 223 358 346 446 774 5000 4000 3000 2000 1000 Number of books and other materials with “leader” or “leadership” in the title or citation cataloged by the U.S. Library of Congress and currently listed by decade that the item was published or produced. The U.S. Library of Congress is the world’s largest library.

EXHIBIT 12.1 Filling the U.S. Library of Congress with Leadership Books and Materials

1900-09 1910-191920-29 1930-39 1940-49 1950-59 1960-69 1970-79 1980-89 1990-99 2000-09

8000

350

The Palo Verde Nuclear Generating Station is the largest nuclear power plant in the United States, producing enough electricity to serve 4 million people in California, Arizona, New Mexico, and Texas. Along with extensive technical and team-related training, Palo Verde Nuclear’s 3,000 employees learn about the company’s leadership model, which emphasizes safety, operational focus, long-term productivity, and cost-effectiveness. The overarching principle of that leadership model is: “Every employee is a leader, regardless of title or position.” In other words, the company encourages shared leadership, whereby everyone is expected to serve as a leader to fulfill the company’s key objectives.4

does make a difference to an organization’s effectiveness. Furthermore, we are awed by individuals who influence and motivate others beyond expectations to build commitment to a better future.

1

Chapter Twelve Leadership in Organizational Settings

Part Three Team Processes 351

350

Part Three Team Processes

leadership

Influencing, motivating, and enabling others to contribute toward the effectiveness and success of the organizations of which they are members.

SHARED LEADERSHIP

As part of its employee engagement initiative, Rolls-Royce Engine Services in Oakland, California, involved employees directly with clients, encouraged weekly huddles for information sharing, and accepted employee requests for less micromanagement. Employees at the aircraft engine repair facility not only experienced higher levels of engagement and empowerment; they also accepted more leadership responsibilities. “I saw people around me, all front-line employees, who were leaders,” says a machine programmer at the Rolls-Royce Oakland plant. “They weren’t actually leading the company, but they were people you would listen to and follow. We didn’t have titles, but people had respect for what we did.”5

Rolls-Royce Engine Services has moved toward greater shared leadership, in which employees throughout the organization informally assume leadership responsibilities in various ways and at various times.6 Shared leadership is based on the idea that leadership is plural, not singular. It doesn’t operate out of one formally assigned position, role, or individual. Instead, employees lead each other as the occasion arises. Shared leadership typically supplements formal leadership. However, WL. Gore & Associates and Semco SA rely almost completely on shared leadership because there is no formal hierarchy or organizational chart.7 In fact, when Gore employees are asked in annual surveys “Are you a leader?” more than 50 percent of them answer “Yes.”

shared leadership

The view that leadership is broadly distributed, rather than assigned to one person, such that people within the team and organization lead each other.

The late John Gardner, the former U.S. Secretary of Health, Education, and Welfare who introduced Medicare and public broadcasting, wrote more than two decades ago that the “vitality” of large organizations depends on shared leadership.8 Employees across all levels of the organization need to seek out opportunities and solutions to problems rather than rely on formal leaders to serve these roles. Gardner observed, for example, that successful teams consist of individuals other than the formal leader

EXHIBIT 12.3

Know yourself

Be yourself

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Chapter Twelve Leadership in Organizational Settings

Part Three Team Processes 354

Authentic Leadership

► Engage in self-reflection »Receive feedback from

trusted sources • Understand your life

story

> Develop your own style

• Apply your values

■ Maintain a positive core self-evaluation

Furthermore, leaders have practical intelligence. Cognitive intelligence is assessed by performance on clearly defined problems with sufficient information and usually one best answer. In contrast, practical intelligence is assessed by performance in real-world settings, where problems are poorly defined, information is missing, and more than one solution may be plausible.20 • Emotional intelligence. Effective leaders have a high level of emotional intelligence.21 They are able to perceive and express emotion, assimilate emotion in thought, understand and reason with emotion, and regulate emotion in themselves and others (see Chapter 4).

A charismatic leader and Organizational Change

A charismatic leader and Organizational Change

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