國(guó)外組織行為學(xué)課件皮爾森ch09

Chapter9LeadershipLearningObjectivesDefineleadershipanddiscusstheroleofformalandstrategicleadership.Explainandcriticallyevaluatethetraitapproachtoleadership.Explaintheconceptsofleaderconsideration,initiatingstructure,reward,andpunishment

behaviourandtheirconsequences.LearningObjectivesDescribeandevaluateFiedler’sContingencyTheory,CognitiveResourceTheory,andHouse’sPath-GoalTheory.ExplainhowandwhentouseparticipativeleadershipusingtheVroomandJagomodel.DescribeandevaluateLeader-Member-ExchangeTheory.LearningObjectivesDiscussthemeritsoftransactionalandtransformationalleadership.Defineanddiscussethicalandauthenticleadership.Explaintherolethatcultureplaysinleadershipeffectivenessanddescribegloballeadership.Describegenderdifferencesinleadershipandexplainwhywomenareunderrepresentedinleadershiprolesinorganizations.WhatIsLeadership?Theinfluencethatparticularindividualsexertonthegoalachievementofothersinanorganizationalcontext.Effectiveleadershipexertsinfluenceinawaythatachievesorganizationalgoals.StrategicLeadershipLeadershipthatinvolvestheabilitytoanticipate,envision,maintainflexibility,thinkstrategically,andworkwithotherstoinitiatechangesthatwillcreateaviablefuturefortheorganization.Strategicleadersareopenandhonestintheirinteractionswiththeorganization’sstakeholdersandtheyfocusonthefuture.FormalLeadershipIndividualswithtitlessuchasmanager,executive,supervisor,anddepartmentheadoccupyformalorassignedleadershiproles.Theyareexpectedtoinfluenceothers,andtheyaregivenspecificauthoritytodirectemployees.Individualsmightalsoemergetooccupyinformalleadershiproles.Theydonothaveformalauthority.AreLeadersBorn?TheSearchforLeadershipTraitsTheassumptionthatthosewhobecomeleadersanddoagoodjobofitpossessaspecialsetoftraitsthatdistinguishthemfromothers.ResearchonLeadershipTraitsThesearchforleadershiptraitsbeganduringWorldWarI.Traitsareindividualcharacteristicssuchasphysicalattributes,intellectualability,andpersonality.Sometraitsareassociatedwithleadership.TraitsAssociatedwithLeadershipEffectivenessResearchonLeadershipTraits(continued)Threeofthe“BigFive”dimensionsofpersonality(agreeableness,extraversion,opennesstoexperience)arerelatedtoleadershipbehaviours.Intelligenceisrelatedtoleadershipbutnotasstronglyaspreviouslythought.LimitationsoftheTraitApproachItisdifficulttodeterminewhethertraitsmaketheleaderorwhethertheopportunityforleadershipproducesthetraits.Doesnottelluswhatleadersdotoinfluenceotherssuccessfully.Itdoesnottakeintoaccountthesituationinwhichleadershipoccurs.LimitationsoftheTraitApproach(continued)Sometraitsareassociatedwithleadershipsuccess.Traitsalonearenotsufficientforsuccessfulleadership.Traitsareonlyapreconditionforcertainactionsthataleadermusttakeinordertobesuccessful.TheBehaviourofLeadersThemostinvolved,systematicstudyofleadershipwasbegunatOhioStateUniversityinthe1940s.Employeesdescribedtheirsuperiorsalonganumberofbehaviouraldimensions.Theresultsrevealedtwobasickindsofbehaviour:ConsiderationInitiatingstructureConsiderationTheextenttowhichaleaderisapproachableandshowspersonalconcernandrespectforemployees.Theconsiderateleaderisseenasfriendlyandegalitarian,expressesappreciationandsupport,andisprotectiveofgroupwelfare.InitiatingStructureThedegreetowhichaleaderconcentratesongroupgoalattainment.Thestructuringleaderclearlydefinesandorganizeshisorherroleandtherolesoffollowers,stressesstandardprocedures,schedulestheworktobedone,andassignsemployeestoparticulartasks.TheConsequencesofConsiderationandStructureConsiderationandinitiatingstructurebothcontributepositivelytoemployees’motivation,jobsatisfaction,andleadereffectiveness.Considerationismorestronglyrelatedtofollowersatisfaction,motivation,andleadereffectiveness.TheConsequencesofConsiderationandStructure(continued)Initiatingstructureisslightlymorestronglyrelatedtoleaderjobperformanceandgroupperformance.Therelativeimportanceofconsiderationandinitiatingstructurevariesaccordingtothenatureoftheleadershipsituation.TheConsequencesofConsiderationandStructure:TheNatureoftheSituationWhenemployeesareunderahighdegreeofpressureduetodeadlines,uncleartasks,orexternalthreat,initiatingstructureincreasessatisfactionandperformance.Whenthetaskisintrinsicallysatisfying,theneedforhighconsiderationandhighstructureisgenerallyreduced.TheConsequencesofConsiderationandStructure:TheNatureoftheSituationWhenthegoalsandmethodsofperformingthejobareveryclearandcertain,considerationshouldpromoteemployeesatisfaction,whilestructureshouldpromotedissatisfaction.Whenemployeeslackknowledgeastohowtoperformajob,orthejobitselfhasvaguegoalsormethods,considerationbecomeslessimportant,whileinitiatingstructuretakesonadditionalimportance.TheConsequencesofConsiderationandStructure:TheNatureoftheSituationTheeffectsofconsiderationandinitiatingstructuredependoncharacteristicsofthetask,theemployee,andthesettinginwhichworkisperformed.LeaderRewardandPunishmentBehavioursLeaderrewardbehaviourprovidesemployeeswithcompliments,tangiblebenefits,anddeservedspecialtreatment.Whensuchrewardsaremadecontingentonperformance,employeesshouldperformatahighlevelandexperiencejobsatisfaction.LeaderRewardandPunishmentBehaviours(continued)Leaderpunishmentbehaviourinvolvestheuseofreprimandsorunfavourabletaskassignmentsandtheactivewithholdingofraises,promotions,andotherrewards.Whenpunishmentisperceivedasrandomandnotcontingentonemployeebehaviour,employeesreactnegativelywithgreatdissatisfaction.LeaderRewardandPunishmentBehaviours(continued)Leadercontingentrewardandpunishmentbehaviourispositivelyrelatedtoemployees’perceptions,attitudes,andbehaviour.Non-contingentpunishmentbehaviourisrelatedtounfavourableoutcomes.Relationshipsaremuchstrongerwhenrewardsandpunishmentaremadecontingentonemployeebehaviour.LeaderRewardandPunishmentBehaviours(continued)Themannerinwhichleadersadministerrewardsandpunishmentisacriticaldeterminantoftheireffectiveness.Leaderrewardandpunishmentbehaviourleadstomorepositiveperceptionsofjusticeandlowerroleambiguity.SituationalTheoriesofLeadershipThesituationreferstothesettinginwhichinfluenceattemptsoccur.Thebasicpremiseofsituationaltheoriesofleadershipisthattheeffectivenessofaleadershipstyleiscontingentonthesetting.SituationalTheoriesofLeadership(continued)Thesettingincludesthecharacteristicsoftheemployees,thenatureofthetasktheyareperforming,andcharacteristicsoftheorganization.Twosituationaltheoriesofleadershipthatareamongthebestknownandmoststudied:Fiedler’sContingencyTheoryHouse’sPath-GoalTheoryFiedler’sContingencyTheoryTheassociationbetweenleadershiporientationandgroupeffectivenessiscontingenton(dependson)theextenttowhichthesituationisfavourableforexertinginfluence.Somesituationsaremorefavourablethanothers,andthesesituationsrequiredifferentorientationsonthepartoftheleader.LeadershipOrientationLeadershiporientationismeasuredbyhavingaleaderdescribetheirLeastPreferredCo-Worker(LPC).LeastPreferredCo-Workerisacurrentorpastco-workerwithwhomaleaderhashadadifficulttimeaccomplishingatask.LeadershipOrientation(continued)TheleaderwhodescribestheLPCrelativelyfavourably(ahighLPCscore)isconsideredtoberelationshiporiented.TheleaderwhodescribestheLPCrelativelyunfavourably(alowLPCscore)isconsideredtobetaskoriented.LeadershipOrientation(continued)FiedlerhasarguedthattheLPCscorerevealsapersonalitytraitthatreflectstheleader’smotivationalstructure.TheLPCscoreisnotameasureofconsiderationorinitiatingstructurewhichareobservedbehaviours.TheLPCscoreisanattitudeoftheleadertowardworkrelationships.SituationalFavourablenessSituationalfavourablenessisthe“contingency”partofContingencyTheory.ItspecifieswhenaparticularLPCorientationshouldcontributemosttogroupeffectiveness.SituationalFavourableness(continued)Factorsthataffectsituationalfavourableness,inorderofimportance,arethefollowing:Leader-memberrelationsTaskstructurePositionpowerSituationalFavourableness(continued)Thesituationismostfavourableforleadershipwhen:Leader-memberrelationsaregoodThetaskisstructuredTheleaderhasstrongpositionpowerSituationalFavourableness(continued)Thesituationisleastfavourableforleadershipwhen:Leader-memberrelationsarepoorThetaskisunstructuredTheleaderhasweakpositionpowerPredictionsofLeaderEffectivenessfromFiedler’sContingencyTheoryofLeadershipTheContingencyModelThemodelindicatesthatataskorientation(lowLPC)ismosteffectivewhentheleadershipsituationisveryfavourableorwhenitisveryunfavourable.Arelationshiporientation(highLPC)ismosteffectiveinconditionsofmediumfavourability.ResearchEvidenceThetheoryhasbeenthesubjectofmuchdebate.TheexactmeaningoftheLPCscoreisnotclear.Amajorsourceofthemanyinconsistentfindingsisthesmallsamplesizesusedinmanystudies.Recentreviewshaveconcludedthatthereisreasonablesupportforthetheory.Thetheoryneedssomerefinement.CognitiveResourceTheory(CRT)Aleadershiptheorythatfocusesontheconditionsinwhichaleader’scognitiveresources(intelligence,expertise,andexperience)contributetoeffectiveleadership.Leaderintelligenceispredictedtobemostimportantwhentheleaderisdirective,thegroupsupportstheleader,andthesituationislow-stress.Inhigh-stresssituationsaleader’scognitiveresourcesareimpaired,sotherehisorherworkexperiencewillbemostimportant.ResearchEvidenceResearchsupportsthepredictionthatexperiencepredictsperformanceinhigh-stresssituations,whileintelligencepredictsperformanceinlow-stresssituations.Leaderintelligenceismorestronglyrelatedtogroupperformancewhentheleaderisdirectiveandhasthesupportofthegroup.CRTindicatesthattraitsareimportantforleadershipeffectivenessincertainsituations.House’sPath-GoalTheoryRobertHouse’stheoryconcernedwiththesituationsunderwhichvariousleaderbehavioursaremosteffective.Path-GoalTheoryisconcernedwithleaderbehaviours.Themostimportantactivitiesofleadersarethosethatclarifythepathstovariousgoalsofinteresttoemployees.House’sPath-GoalTheory(continued)Theopportunitytoachievesuchgoalsshouldpromotejobsatisfaction,leaderacceptance,andhigheffort.Theeffectiveleaderformsaconnectionbetweenemployeegoalsandorganizationalgoals.House’sPath-GoalTheory(continued)Toachievejobsatisfactionandleaderacceptance,leaderbehaviourmustbeperceivedasimmediatelysatisfyingorasleadingtofuturesatisfaction.Topromoteemployeeeffort,leadersmustmakerewardsdependentonperformanceandensurethatemployeeshaveaclearpictureofhowtheycanachievetheserewards.LeaderBehaviourPath-GoalTheoryisconcernedwithfourspecifickindsofleaderbehaviour:DirectivebehaviourSupportivebehaviourParticipativebehaviourAchievement-orientedbehaviourSituationalFactorsTheeffectivenessofeachsetofbehavioursdependsonthesituationthattheleaderencounters.Path-GoalTheoryisconcernedwithtwoprimaryclassesofsituationalfactors:EmployeecharacteristicsEnvironmentalfactorsThePath-GoalTheoryofLeadershipSituationalFactors(continued)Differenttypesofemployeesneedorpreferdifferentformsofleadership:Highneedachieversshouldworkwellunderachievement-orientedleadership.Employeeswhoprefertobetoldwhatdodorespondbesttodirectiveleadership.Whenemployeeshavelowtaskabilities,theywillappreciatedirectiveleadership.SituationalFactors(continued)Theeffectivenessofleadershipbehaviourdependsontheparticularworkenvironment:Whentasksareclearandroutine,directiveleadershipisredundantandunnecessaryandparticipativeleadershipisnotuseful.Whentasksarechallengingbutambiguous,directiveandparticipativeleadershipiseffective.Whenajobisfrustratingordissatisfying,supportiveleadershipismosteffective.SituationalFactors(continued)Leadersmighthavetotailortheirbehaviourtotheneeds,abilities,andpersonalitiesofindividualemployees.Effectiveleadersshouldtakeadvantageofthemotivatingandsatisfyingaspectsofjobswhileoffsettingorcompensatingforthosejobaspectsthatdemotivateordissatisfy.ResearchEvidenceThereissubstantialevidencethatsupportiveorconsiderateleaderbehaviourismostbeneficialinsupervisingroutine,frustrating,ordissatisfyingjobs.Thereissomeevidencethatdirectiveorstructuringleaderbehaviourismosteffectiveonambiguous,less-structuredjobs.Thetheoryworksbetterinpredictingemployees’jobsatisfactionandacceptanceoftheleaderthaninpredictingjobperformance.ParticipativeLeadership:InvolvingEmployeesinDecisionsParticipativeleadershipmeansinvolvingemployeesinmakingwork-relateddecisions.Leaderscanvaryintheextenttowhichtheyinvolveemployeesindecisionmaking.Minimally,participationinvolvesobtainingemployeeopinionsbeforemakingadecision.Maximally,itallowsemployeestomaketheirowndecisionswithinagreed-onlimits.ParticipativeLeadership:InvolvingEmployeesinDecisions(continued)Participationcaninvolveindividualemployeesortheentiregroupofemployeesthatreportstotheleader.Thechoiceofanindividualorgroupparticipationstrategyshouldbetailoredtospecificsituations.PotentialAdvantagesofParticipativeLeadershipMotivationParticipationcanincreasethemotivationofemployees.QualityParticipationcanenhancethequalityofdecisions.PotentialAdvantagesofParticipativeLeadership(continued)AcceptanceParticipationcanincreasetheemployees’acceptanceofdecisions.Thisisespeciallyimportantwhenissuesoffairnessareinvolved.PotentialProblemsofParticipativeLeadershipTimeandEnergyParticipationrequiresspecificbehavioursonthepartoftheleaderthatusetimeandenergy.LossofPowerSomeleadersfeelthataparticipativestylewillreducetheirpowerandinfluence.PotentialProblemsofParticipativeLeadership(continued)LackofReceptivityEmployeesmightnotbereceptivetoparticipationortheymightlacktheknowledgetocontributeeffectivelytodecisions.VroomandJago’sSituationalModelofParticipationVictorVroomandArthurJagodevelopedamodelthatattemptstospecifyinapracticalmannerwhenleadersshoulduseparticipationandtowhatextenttheyshoulduseit.Theybeganwiththerecognitionthattherearevariousdegreesofparticipationthataleadercanexhibit.VroomandJago’sSituationalModelofParticipation(continued)Forissuesinvolvingtheentireworkgroup,arangeofbehavioursisplausible(Astandsforautocratic,Cforconsultation,andGforgroup).VroomandJago’sSituationalModelofParticipation(continued)AI:Yousolvetheproblemormakethedecisionyourself.AII:Youobtainthenecessaryinformationfromyouremployees,thendecidethesolutiontotheproblemyourself.CI:Yousharetheproblemwiththerelevantemployeesindividually,gettingtheirideasandsuggestions,thenyoumakethedecision.VroomandJago’sSituationalModelofParticipation(continued)CII:Yousharetheproblemwithyouremployeesasagroup,obtainingtheircollectiveideasandsuggestions,thenyoumakethedecision.GII:Yousharetheproblemwithyouremployeesasagroupandtogetheryougenerateandevaluatealternativesandattempttoreachagreement(consensus)onasolution.Whichofthesestrategiesismosteffective?VroomandJago’sSituationalModelofParticipation(continued)Themosteffectivestrategydependsonthesituationorproblemathand.Theleader’sgoalshouldbetomakehigh-qualitydecisionstowhichemployeeswillbeadequatelycommittedwithoutunduedelay.Todothis,theleadermustconsiderquestionsinadecisiontree.VroomandJago’sSituationalModelofParticipation(continued)Thequestionsareorientedtowardpreservingeitherdecisionqualityorcommitmenttothedecision.Bytracingaproblemthroughthedecisiontree,theleaderencounterstheprescribeddegreeofparticipationforthatproblem.VroomandJagoDecisionTreeQuestionsHowimportantisthetechnicalqualityofthisdecision?(qualityrequirement)Howimportantissubordinatecommitmenttothedecision?(commitmentrequirement)Doyouhavesufficientinformationtomakeahigh-qualitydecision?Istheproblemwell-structured?VroomandJagoDecisionTreeQuestions(continued)Ifyouweretomakethedecisionbyyourself,isitreasonablycertainthatyoursubordinateswouldbecommittedtothedecision?Dosubordinatessharetheorganizationalgoalstobeattainedinsolvingtheproblem?VroomandJagoDecisionTreeQuestions(continued)Isconflictamongsubordinatesoverpreferredsolutionslikely?Dosubordinateshavesufficientinformationtomakeahigh-qualitydecision?VroomandJago’sSituationalModelofParticipation(continued)Bytracingtheproblemthroughthedecisiontree,theleaderencounterstheprescribeddegreeofparticipationforthatproblem.Thetreeshowsthefastestapproachpossiblethatstillmaintainsdecisionqualityandcommitment.Ifaleaderiswillingtosacrificesomespeed,amoreparticipativeapproachcouldstimulateemployeedevelopment.ResearchEvidenceThemodelhassubstantialresearchsupport.Followingthemodel’sprescriptionsismorelikelytoleadtosuccessfulmanagerialdecisionsthanunsuccessfuldecisions.Thereissubstantialevidencethatemployeeswhohavetheopportunitytoparticipateinwork-relateddecisionsreportmorejobsatisfactionthanthosewhodonot.Forparticipationtobetranslatedintohigherproductivity,certainfacilitatingconditionsmustexist.ResearchEvidence(continued)Participationshouldworkbestwhen:Employeesfeelfavourablytowardit.Employeesareintelligentandknowledgeableabouttheissueathand.Whenthetaskiscomplexenoughtomakeparticipationuseful.TheseconditionsareincorporatedintotheVroomandJagomodel.Leader-MemberExchange(LMX)TheoryAtheoryofleadershipthatfocusesonthequalityoftherelationshipthatdevelopsbetweenaleaderandanemployee.Arelationship-basedapproachtoleadership.Effectiveleadershipprocessesresultwhenleadersandemployeesdevelopandmaintainhigh-qualitysocialexchangerelationships.ResearchEvidenceHighLMXinvolvesahighdegreeofmutualinfluenceandobligationaswellastrust,loyalty,andrespectbetweenaleaderandanemployee.LowLMXischaracterizedbylowtrust,respect,obligation,andmutualsupport.Higher-qualityLMXrelationshipsresultinpositiveoutcomesforleaders,employees,workunits,andorganizations.TransactionalandTransformationalLeadershipTransactionalleadershipisleadershipthatisbasedonafairlystraightforwardexchangebetweentheleaderandthefollowers.Transactionalleadershipbehaviourinvolves:ContingentrewardbehaviourManagementbyexceptionManagementByExceptionTheleadertakescorrectiveactiononthebasisofresultsofleader-followertransactions.Theleadermonitorsfollowerbehaviour,anticipatesproblems,andtakescorrectiveactionsbeforethebehaviourcreatesseriousproblems.TransformationalLeadershipTransformationalleadershipisleadershipthatprovidesfollowerswithanewvisionthatinstillstruecommitment.Transformationalleaderschangethebeliefsandattitudesoffollowerstocorrespondwithanewvisionandmotivatesthemtoachieveperformancebeyondexpectations.TransformationalLeadersPopularexamplesoftransformationalleaders:HerbKelleherMichaelEisnerStevenJobsCarlyFiorinaWhataretheskillsoftheseexceptionaltransformationalleaderswhoencourageconsiderableeffortanddedicationonthepartoffollowers?TransformationalLeadership(continued)Transformationalleadersareusuallygoodatthetransactionalaspectsofclarifyingthepathstogoalsandrewardinggoodperformance.Otherqualitiesthatsettransformationalleadersapartfromtransactionalleaders:IntellectualstimulationIndividualizedconsiderationInspirationalmotivationCharismaIntellectualStimulationPeoplearestimulatedtothinkaboutproblems,issues,andstrategiesinnewways.Thiscontributestothe“newvision”aspectoftransformationalleadership.Itofteninvolvescreativityandnovelty.IndividualizedConsiderationThisinvolvestreatingemployeesasdistinctindividuals,indicatingconcernfortheirneedsandpersonaldevelopment,andservingasamentororcoachwhenappropriate.Theemphasisisaone-on-oneattempttomeettheconcernsandneedsoftheindividualinquestioninthecontextoftheoverallgoalormission.InspirationalMotivationThisinvolvesthecommunicationofvisionsthatareappealingandinspiringtofollowers.Leaderswithinspirationalmotivationstimulateenthusiasm,challengefollowerswithhighstandards,communicateoptimismaboutfuturegoalattainment,andprovidemeaningforthetaskathand.Theyinspirefollowersusingsymbolicactionsandpersuasion.CharismaTheabilitytocommandstrongloyaltyanddevotionfromfollowersandthushavethepotentialforstronginfluenceamongthem.Thisisthemostimportantaspectoftransformationalleadership.Charismaprovidestheemotionalaspectoftransformationalleadership.Charisma(continued)Charismaticleadershiphasbeenfoundtobestronglyrelatedtofollowersatisfactionandleadershipeffectiveness.ItisunclearastowhetherornotCEOcharismaleadstobetterperformance.Someevidencethatitdoeswhentheenvironmentisperceivedtobeuncertain.SeveralstudieshavefoundthatCEOtransformationalleadershipispositivelyrelatedtoorganizationalperformance.TransformationalLeadership:ResearchEvidenceTransformationalleadershipisstronglyrelatedtofollowermotivationandsatisfaction,leaderperformance,leadereffectiveness,andgroupandorganizationperformance.Contingentrewardleadershipisalsostronglyrelatedtotheseoutcomes.TransformationalLeadership:ResearchEvidence(continued)Transformationalleadershipisespeciallyeffectiveduringtimesofchangeandforobtainingemployees’commitmenttochange.Whyaretransformationalleaderssoeffective?TransformationalLeadership:ResearchEvidence(continued)Transformationalleadersareinstrumentalindevelopinghigh-qualityLMXrelationships,identificationwithone’sworkunit,andself-efficacy.Theyalsoenhanceemployees’perceptionsofthefivecorejobcharacteristicsofthejobcharacteristicsmodel.Overall,researchindicatesthatthebestleadersarebothtransformationalandtransactional.EthicalLeadershipEthicalleadershipinvolvesthedemonstrationofnormativelyappropriateconductthroughpersonalactionsandinterpersonalrelationships,andthepromotionofsuchconducttofollowersthroughtwo-waycommunication,reinforcement,anddecision-making.EthicalLeadership(continued)Whatdoethicalleadersdo:Theymodelwhatisdeemedtobenormativelyappropriatebehaviour(e.g.,honesty)TheymakeethicssalientintheworkplaceTheysetethicalstandardsTheyrewardethicalconductTheydisciplinethosewhodon’tfollowethicalstandardsEthicalLeadership(continued)Ethicalleaderscareaboutpeopleandthebroadersocietyandseektodotherightthingpersonallyandprofessionally.Whatshouldleadersdotodevelopanethicalcultureandworkplace?EthicalLeadership(continued)Theymusthaveastrongcommitmenttoethicsandraiseawarenessandreinforcetheimportanceofethicsby:Communicatingaclearandconsistentpositiveethicsmessagefromthetop.Creatingandembracingopportunitiesforeveryoneintheorganizationtocommunicatepositiveethicsvaluesandpractices.Ensuringconsequencesforethicalandunethicalconduct.ResearchEvidence:EthicalLeadership

Ethicalleadershiphasbeenfoundtobepositivelyassociatedwithemployeeperceptionsofhonesty,fairness,andeffectivenessandwithlesscounterproductivebehaviour.Employeesofethicalleadersweremoresatisfiedwiththeirsupervisor,morewillingtodevoteextraefforttoone’sjob,andmorewillingtoreportproblemstomanagement.ResearchEvidence:EthicalLeadership(continued)Theethicalbehaviourofleadershasasignificantinfluenceontheethicalcultureofanorganization.Theethicalleadershipofimmediatesupervisorsislikelytohavethegreatesteffectonemployees.AuthenticLeadershipApositiveformofleadershipthatinvolvesbeingtruetooneself.Authenticleadersknowandactupontheirtruevalues,beliefs,andstrengths,andtheyhelpothersdothesame.Theirconductandbehaviourisguidedbytheirinternalvalues.AuthenticLeadership(continued)Authenticleadershipconsistsoffourrelatedbutdistinctdimensions:Self-awarenessRelationaltransparencyBalancedprocessingInternalizedmoralperspectiveResearchEvidence:AuthenticLeadershipFollowersofauthenticleadersreporthigherorganizationalcitizenshipbehaviour,organizationalcommitment,jobsatisfaction,andsatisfactionwiththeirsupervisor;theyhavehigherjobperformance.Authenticleadershippromotestrustandrespecttowardsorganizationalleaders.CultureandGlobalLeadershipArevariousleadershipstylesequallyeffectiveacrosscultures?TheGlobalLeadershipandOrganizationalBehaviour(GLOBE)projectisthemostextensiveandambitiousstudyeverundertakenongloballeadership.TheGLOBEProjectIdentifiednineculturaldimensionsthatdistinguishonesocietyfromanother.Basedontheseculturaldimensions,theyidentified10cultureclusters.Thecultureclustersdiffe