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LEADERSHIP, MANAGERIAL ROLES, AND ORGANIZATIONAL CULTURE - Coggle Diagram
LEADERSHIP, MANAGERIAL ROLES, AND
ORGANIZATIONAL CULTURE
Leadership Theories in Management and
Organizational Behavior
Trait theories
The Ohio State Leadership Studies
The Blake and Mouton Managerial Grid
Fiedler’s Contingency Theory of Leadership
The Path-Goal Theory of Leadership
The Vroom-Yetton Normative Model
Life-Cycle Theory
Attribution Models
Leader-Member Exchange Theory
Operant Conditioning and Social Learning Theory Models
Cognitive Resource Utilization Theory
The Nature of Managerial Work and Roles
ALLISON (1983): FUNCTIONS OF GENERAL MANAGEMENT
Strategy
Managing internal component
Managing external constituenties
MINTZBERG (1972): EXECUTIVE ROLES
Interpersonal
Informational
Decisional
WHETTEN AND CAMERON (2002): MANAGEMENT SKILL TOPICS
Types of Leaderships
Charismatic leadership
attributional theory or perspective
and a self-concept theory.
Transformational leadership
as opposed to transactional leadership (James MacGregor Burns (1978))
Leadership and Organizational Culture
Variations Among Cultures
organizational cultures can vary from strong to weak
Assessing the Culture
Schein (1992, chap. 5) - Procedures and interview questions for assessing culture
Wilkins (1990) - Suggestions and interview questions for assessing “corporate character.”
Hofstede, Neuijen, Ohayv, and Sanders (1990) - the measures of the cultural dimensions
Kotter and Heskett (1992) - the relations between corporate culture and performance in numerous business firms
The Communication of Culture
Symbols
Language
Narratives
Practices and Events
Leading Cultural Development - Variety of methods and strategies
Make clear what leaders will monitor, ignore, measure, or control
React to critical incidents and organizational crises in ways that send appropriate cultural messages .
Practice deliberate role modeling, teaching, and coaching.
Establish effective criteria for granting rewards and status, for selection and promotion of employees, and for dismissal or punishment .
Coordinate organizational designs and structures with cultural messages .
Coordinate organizational systems and procedures with cultural messages .
Design physical spaces, including facades and buildings, to communicate the culture .
Employ stories about events and people .
Develop formal statements of the organizational philosophy or creed .
Approach cultural leadership as comprehensive organizational change
Leadership and Management in Public Organizations
Public managers operate within contexts that
require rather distinctive skills and knowledge
Context Affect Performance and Behavior
Modeling and Measuring Public Management
O’Toole and Meier (1999, 2011)
Test it with data from surveys of school district superintendents in Texas
The first explicit and formal model of the influence of public management
Developed and tested a model of the impact of
public management on organizational performance
Practical Lessons for Public Managers
Networking can provide benefits through gains in technical knowledge or through enhanced political and public support
But, networking has diminishing marginal returns