Chapter14TheSituationCopyright?2022McGraw-HillEducation.Allrightsreserved.NoreproductionordistributionwithoutthepriorwrittenconsentofMcGraw-HillEducation.ChapterOutlineIntroductionThetaskTheorganizationTheenvironmentTheSituation"Whenyou’veexhaustedallpossibilities,rememberthis:Youhaven’t!"RobertH.Schuller,ministerandauthor.Introduction1Situationalengineering:

Leadersusetheirknowledgeofhowasituationaffectsleadershiptoproactivelychangethesituationtoimprovethechancesofsuccess.Situationsoftenexplainmoreaboutwhatisgoingonandwhatkindsofleadershipbehaviorswillbebestthananyothersinglevariable.Appropriatenessofaleader’sbehaviorinagroupmakessenseonlyinthesituationalcontextinwhichthebehavioroccurs.Introduction2Situations,notsomeone’straitsorabilities,playthemostimportantroleindeterminingwhoemergesasaleader.Historically,greatleadersemergedduringsocialupheavals,economiccrises,orrevolutions.Researchersadvocatingthesituationalviewpointbelievedthatleadersweremade,notborn,andthatpriorleadershipexperiencehelpedforgeeffectiveleaders.Introduction3Roletheory:Leaders’behaviorsdependsontheirperceptionsofcriticalaspectsofthesituation.Rulesandregulationsgoverningajob.Roleexpectationsofsubordinates,peers,andsuperiors.Natureofthetask.Feedbackaboutsubordinates’performance.Multiple-influencemodel:Distinguishesbetweenmicrovariables,suchastaskcharacteristics,andmacrovariables,suchastheexternalenvironment,inthesituation.Macrovariableshaveapervasiveinfluenceonthewaysleadersact.Mainsituationallevelsofabstraction:Task,organizational,andenvironmental.Figure14.1:AnExpandedLeader-Follower-SituationModelAccessthetextalternativeforslideimages.HowTasksVary,andWhatThatMeansfor

LeadershipTaskautonomy:Degreetowhichajobprovidesanindividualwithsomecontroloverwhatheorshedoesandhowheorshedoesit.Taskfeedback:Degreetowhichapersonaccomplishingataskreceivesinformationaboutperformancefromperformingthetaskitself.Task

structure:Degreetowhichataskisstructuredorunstructured.Taskinterdependence:Degreetowhichtasksrequirecoordinationandsynchronizationforworkgroupsorteamstoaccomplishdesiredgoals.ProblemsandChallengesTechnicalproblems:Challengesforwhichproblem-solvingresourcesalreadyexist.Resourceshavetwoaspects:Specializedmethodsandspecializedexpertise.Canbesolvedwithoutchangingthenatureofthesocialsysteminwhichtheyoccur.Adaptiveproblems:Cannotbesolvedusingcurrentlyexistingresourcesandwaysofthinking.Canbedifficultreachingacommondefinitionofwhattheproblemreallyis.Canbesolvedonlybychangingthesystemitself.Requireadaptiveleadershipforsolutions.FromtheIndustrialAgetotheInformationAge1Intheinformationage,manyfundamentalassumptionsoftheindustrialagearebecomingobsolete.KaplanandNortonhaveidentifiedanewsetofoperatingassumptionsunderlyingtheinformationageintermsofhowcompaniesoperate.Crossfunctions:Organizationsoperateswithintegratedbusinessprocessesthatcutacrosstraditionalbusinessfunctions.Linkstocustomersandsuppliers:Informationtechnologyenablesorganizationstointegratesupply,production,anddeliveryprocessesandtorealizeimprovementsincost,quality,andresponsetime.Customersegmentation:Companiesmustlearntooffercustomizedproductsandservicestodiversecustomersegments.FromtheIndustrialAgetotheInformationAge2Globalscale:CompaniestodaycompeteagainstthebestcompaniesthroughouttheentireworldInnovation:Asproductlifecyclescontinuetoshrink,companiesmustbemastersatanticipatingcustomers’futureneeds,innovatingnewproductsandservices,andrapidlydeployingnewtechnologiesintoefficientdeliveryprocessesKnowledgeworkers:AllemployeesmustcontributevaluebywhattheyknowandbytheinformationtheycanprovideTheFormalOrganization1Involvesthedisciplinesofmanagement,organizationalbehavior,andorganizationaltheory.Manyaspectscanhaveaprofoundimpactonleadership.Levelofauthority:Hierarchicallevelinanorganization.Organizationalstructure:Thewayanorganization’sactivitiesarecoordinatedandcontrolled.Representsanotherlevelofthesituationinwhichleadersandfollowersmustoperate.TheFormalOrganization2Organizationalstructuresvaryincomplexity.Horizontalcomplexity:Numberof"boxes"atanyparticularorganizationallevelinanorganizationalchart.Verticalcomplexity:Numberofhierarchicallevelsappearingonanorganizationalchart.Spatialcomplexity:Describesthegeographicaldispersionofanorganization’smembers.Organizationsvaryintheirdegreeofformalization.Formalization:Degreeofstandardization.Varieswithsize.Centralization:Diffusionofdecision-makingthroughoutanorganization.TheInformalOrganization:OrganizationalCulture1Informalorganization:Organization’sculture.Organizationalculture:Systemofsharedbackgrounds,norms,values,orbeliefsamongmembersofagroup.Organizationalclimate:

Concernsmembers’subjectivereactionstotheorganization.Partlyafunctionoforganizationalculture.SomeQuestionsThatDefineOrganizationalCultureWhatcanbetalkedaboutornottalkedabout?Howdopeoplewieldpower?Howdoesapersongetaheadorstayoutoftrouble?Whataretheunwrittenrulesofthegame?Whataretheorganization’smoralityandethics?Whatstoriesaretoldabouttheorganization?TheInformalOrganization:OrganizationalCulture2Leaderscanchangeculturebyattendingtoorignoringparticularissues,problems,orprojects.Leaderscanmodifyculture:Throughtheirreactionstocrises.Byrewardingnewordifferentkindsofbehavior.Byeliminatingpreviouspunishmentsornegativeconsequencesforcertainbehaviors.Figure14.2:TheCompetingValuesFrameworkAccessthetextalternativeforslideimages.TheCompetingValuesFrameworkDerivesitsnamefromthefactthatvaluesdepictedonoppositeendsofeachaxisareinherentlyintensionwitheachother.Anorganization’sculturerepresentsabalanceortrade-offbetweenthesecompetingvaluesthattendstoworkforthatorganizationinitsparticularcompetitiveenvironment.Peopletendnottobeconsciouslyawareoftheirownorganization’sculture.Peoplebecomeawareofanyneedforculturechangeonlywhenanorganization’scultureisimpedingorganizationalperformance.Designedtohelporganizationsbemoredeliberateinidentifyingaculturemorelikelytobesuccessfulgiventheirrespectivesituations,andintransitioningtoit.Table14.3:ContributionstoOrganizationalEffectivenessofOrganizationalCultureEmphasesCultureTypePrimaryEmphasisandValueClanCreatingtrust,valuingaffiliationandcollaboration,promoting

teamworkAdhocracyBuildingtaskinvolvement,creativity,andinnovation;promotingautonomyandrisk-takingMarketIncreasingproductivity,valuingcompetitivenessandachievement,promotingprofitabilityHierarchyClearrulesandprocesses,efficiencyandconsistency,conformityandsmoothfunctioningAnAfterthoughtonOrganizationalIssuesforStudentsandYoungLeadersTheprimaryreasonforbeingfamiliarwithorganizationalvariablesisthecontexttheyprovideforunderstandingtheleadershipprocessatone’sownlevelinanorganization.Juniormanagersmaybefarbetteratdescribingthecultureofalargeorganization.TheEnvironmentRonaldHeifetzarguesthatleadersnotonlyarefacingmorecrisesthaneverbeforebutthatanewmodeofleadershipisneededbecauseweareinapermanentstateofcrisis.Changehasbecomesofastandsopervasivethatitimpactsvirtuallyeveryorganizationeverywhere,andeveryoneinthem.VUCAdescribesthisnewstateofaffairs.VUCAstandsforvolatile,uncertain,complex,andambiguousLeadershiphasneverbeeneasyandappearstobegrowingmoredifficult.Figure14.3:ContrastingDifferentEnvironmentsintheSituationalLevelAccessthetextalternativeforslideimages.LeadingacrossSocietalCulturesLeadersneedtohaveanunderstandingofsocietalculturetoavoidanyconflictsandmisunderstandingsthatmayoccurwhenpeoplefromdifferentculturesworktogether.Societalculture:Learnedbehaviorscharacterizingthetotalwayoflifeofmemberswithinanygivensociety.Guidesthedistinctivemannerisms,waysofthinking,andvalueswithinparticularsocieties.Businessleadersintheglobalcontextneedtobecomeawareandrespectfulofculturaldifferencesandculturalperspectives.TheGLOBEStudy1GLOBE:

AcronymforaresearchprogramcalledtheGlobalLeadershipandOrganizationalBehaviorEffectivenessResearchProgram.Basedonimplicitleadershiptheory.Individualshaveimplicitbeliefsandassumptionsaboutattributesandbehaviorsthatdistinguishleadersfromfollowers,effectiveleadersfromineffectiveleaders,andmoralfromimmoralleaders.Relativelydistinctiveimplicittheoriesofleadershipcharacterizedifferentsocietalculturesfromeachotheraswellasorganizationalcultureswithinthosesocietalcultures.GLOBEcallstheseculturallyendorsedimplicittheoriesofleadership,orCLT.TheGLOBEStudy2GLOBEdimensionsforassessingCLTacrossallglobalculturesCharismatic/value-basedleadership:

Inspires,motivates,andexpectshighperformancefromothersonthebasisoffirmlyheldcorevalues.Team-orientedleadership:Emphasizeseffectiveteambuildingandimplementationofacommongoalamongteammembers.Participativeleadership:

Degreetowhichmanagersinvolveothersinmakingandimplementingdecisions.Humane-orientedleadership:Supportiveandconsiderateleadership.Autonomousleadership:

Independentandindividualisticleadership.Self-protectiveleadership:

Focusesonensuringthesafetyandsecurityoftheindividualorgroupmember.LeaderAttributesandBehaviorsUniversallyViewedasPositiveTrustworthy.Just.Honest.Foresighted.Plansahead.Encouraging.Informed.Excellenceoriented.Positive.Dynamic.Motivearouser.Confidencebuilder.Motivational.Dependable.Coordinator.IntelligentDecisive.Effectivebargainer.Win-winproblemsolver.Administrativelyskilled.Communicative.Teambuilder.LeaderAttributesandBehaviorsUniversallyViewedasNegativeLoner.Asocial.Noncooperative.Irritable.Nonexplicit.Egocentric.Ruthless.Dictatorial.ExamplesofLeaderBehaviorsandAttributesThatareCulturallyContingentAmbitious.Cautious.Compassionate.Domineering.Formal.Independent.Individualistic.Logical.Orderly.Sensitive.Sincere.Worldly.SummarySituationsmaybethemostcomplexfactorintheleader-follower-situationframework.Situationsvaryincomplexityandstrength.Organizationallevelincludesboththeformalorganizationandtheinformalorganization.Anincreasinglyimportantvariableattheenvironmentallevelissocietalculture.EndofMainContentCopyright?2022McGraw-HillEducation.Allrightsreserved.NoreproductionordistributionwithoutthepriorwrittenconsentofMcGraw-HillEducation.AccessibilityContent:TextAlternativesforImagesFigure14.1:AnExpandedLeader-Follower-SituationModel-TextAlternativeReturntoparent-slidecontainingimages.ThethreecirclesthatarepartoftheVenndiagramarelabeledleader,followers,andsituation,respectively.Thecirclelabeledsituationconsistsofthreeabstractionsatthesituationlevel.Thesearetask,organization,andenvironment.Returntoparent-slidecontainingimages.Figure14.2:TheCompetingValuesFramework-TextAlternativeReturntoparent-slidecontainingimages.Thecontinuumisdividedintofourquadrants.Thehorizontalaxesofthecontinuum,fro