From p.354 of your textbook!
On-the-Job Challenge Question
The RCMP’s New Boss
In November of 2011, Bob Paulson was appointed as the new Commissioner of the Royal
Canadian Mounted Police (RCMP), becoming the 23rd Commissioner. However, Paulson’s
appointment came at a critical time for the RCMP, amid a string of scandals, including numerous
allegations of sexual harassment. Several former members of the RCMP stated that they had
endured years of sexual harassment from senior officers. According to a staff relations
representative, morale within the force had withered to an “all-time low.”
During a press conference at the House of Commons, Paulson promised to reform the RCMP,
stating, “First on my plate will be addressing the issue of harassment and sexual harassment” and
“I will sort this out in a way that Canadians can have faith and trust in the RCMP.” He said that
“accountability and leadership” would be at the top of his long list of priorities.
Canadians had been questioning the RCMP’s ability to safeguard the public, as complaints of
botched investigations, excessive use of force, and institutional dysfunction had become routine.
The former Minister of Public Safety, Vic Toews, stated, “The RCMP has been pursuing an
ambitious course of change over recent years, and navigating that change has been the challenge
of successive commissioners over the years, and it will be no different for the new commissioner
… [H]e recognizes that change is necessary.”
Paulson replaced former Commissioner William Elliott, who stepped down after being accused
by some senior members of the management team for having an abrasive leadership style.
Sources: Freeze, C., LeBlanc, D., & Sher, J. (2011, November 16). New RCMP Commissioner sets out to rebuild trust. The Globe and
Mail; Kennedy, M., & Quan, D. (2011, November 16). Bob Paulson to be named new RCMP commissioner. National Post; Kennedy, M.
(2011, November 16). New RCMP boss named as sexual harassment claims are referred to police watchdog. National Post.
Chapter 9
Leadership
Week 8
February 25March 3
Outline
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What is leadership
Management versus leadership
Trait theory
Behavioural theory
Contingency theory
Transformational Leadership
Quickfire questions
What is leadership?
• The influence that particular individuals
exert on the goal achievement of
others, in an organizational context
• Organizations spend billions of dollars
each year on developing and hiring
leaders
• Effective leaders motivate people and
gain their commitment, and have a
positive effect on organizations
Leadership
• Any organizational member can exert
influence on other members, however
some are in a better position to “lead”
than others
• Formal leaders are those whose job
explicitly state they are expected to
influence other
• However, not all those in a formal
leadership role will lead…
Management vs. Leadership
What is the difference?
Is there a difference?
Management vs. Leadership
Management vs. Leadership
According to Kotter (1996):
Leaders provide vision and strategy,
motivation, and inspiration, and they
communicate direction to all members of
the organization.
Managers implement vision and strategy,
allocate resources, and handle day-to-day
operational problems
Trait Theory of Leadership
• Suggests that leadership depends on
the personal qualities or traits of the
leader
• The “born-leader” theory
• Also called “Great Man” theories
• Focused on identifying innate qualities
possessed by effective individual
leaders
Trait Theory - Limitations
• Traditionally focused on men and traits
considered to be masculine
• Ignored context of leaders & followers
(looks at leader, not the situation)
• Does not consider followers
• Traits are culturally determined
(different in different parts of the world)
Behavioural Theory
• A perspective that focuses on what leaders do (their
actions), and how they behave towards their
followers
• Two dimensions of behaviour:
– Task-orientated behavior (initiating structure)
– Relationship-orientated behavior (consideration)
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Consideration: The extent to which a leader is
approachable and shows personal concern and
respect for employees
Initiating Structure: The degree to which a leader
concentrates on group goal attainment
Situational Theories of Leadership
• Suggests that the effectiveness of a
leadership style is contingent on the
setting
• The setting includes the characteristics
of the employees, the nature of the
task, and the characteristics of the
organization
• Includes contingency theory, path-goal
theory, participative leadership
Contingency Theory
• Developed by Fiedler
• States that the association between
leadership orientation and group
effectiveness is contingent on how
favourable the situation is for exerting
influence
• Different orientations needed
depending on the situation
Path-Goal Theory
• Developed largely by Robert House
• States that the most important activities of
leaders are those that clarify the paths to
various goals of interest to employees
• Theory is concerned with the situations
under which various leader behaviours
(directive, supportive, participative,
achievement-oriented) are most effective
• See p. 329, exhibit 9.3
Participative Leadership
• Involving employees in making workrelated decisions
• Participation can involve individual
employees or the entire group of
employees that reports to the leader
• The choice of individual/group
participation strategy is tailored to
specific situations
Potential Problems of Participative Leadership
• Time and energy – the effort required to be
participative is significant; limits a quick
response time
• Loss of power – some leaders feel reluctant
to give up control and feel this will reduce
their power and influence
• Lack of receptivity/knowledge – employees
might not be receptive to a participative
approach, or might not have the expertise to
contribute
Leader-Member Exchange (LMX)
• A theory of leadership that focuses on
the quality of the relationship that
develops between a leader and an
employee
• Based on Social exchange theory
• Suggests that individuals who are
treated favourably by others feel obliged
to reciprocate by responding positively
and returning that favourable treatment
in some manner
Transactional vs. Transformational
Transactional leadership:
• leadership that is based on a
straightforward exchange between the
leader and the followers
Transformational leadership:
• leadership that provides followers with
a new vision that instills true
commitment
Transformational Leadership
• Transformational leadership involves
the leader decisively changing the
beliefs and attitudes of followers to
correspond to a new vision, and,
motivates them to achieve performance
beyond expectations
• Probably the most well-known and
heavily researched theory of our time
Transformational Leadership
Four Key Dimensions
1. Intellectual Stimulation - when individuals are
stimulated to think about problems, issues and
strategies in new ways
2. Individualized Consideration – involves treating
employees as distinct individuals
3. Inspirational Motivation – involves the
communication of visions that are appealing and
inspiring to followers
4. Charisma – The ability to command strong loyalty
and devotion from followers and thus have the
potential for strong influence among them
Emerging Theories of Leadership
• Leadership is one of the mostresearched topics in OB…which means
there are a lot of theories out there!
• Includes:
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Empowering leadership
Charismatic leadership
Ethical leadership
Authentic leadership
Servant leadership
Followership
Etc.
Quick-fire Questions
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Can we teach leadership?
Can we learn to be better leaders?
Is leadership just common sense?
Is leadership actually associated with
better organizational performance?
Quick-fire Questions
• Can we teach leadership? WE CAN
TEACH WHAT DEFINITELY DOESN’T
WORK AND WHAT MIGHT WORK
DEPENDING ON THE SITUATION
• Can we learn to be better leaders?
• Is leadership just common sense?
• Is leadership actually associated with
better organizational performance?
Quick-fire Questions
• Can we teach leadership?
• Can we learn to be better leaders? WE
CAN BE COACHED IN LEADERSHIP
LIKE IN ANY SPORT OR SKILL.
ALSO WE CAN LEARN WHAT NOT
TO DO AND WHAT TO DO MORE
OFTEN (ex. Say thank you more)
• Is leadership just common sense?
• Is leadership actually associated with better
organizational performance?
Quick-fire Questions
• Can we teach leadership?
• Can we learn to be better leaders?
• Is leadership just common sense? NO.
LEADERSHIP IS THE MOST HEAVILY
RESEARCHED TOPIC IN
MANAGEMENT BECAUSE IT IS SO
COMPLEX!
• Is leadership actually associated with
better organizational performance?
Quick-fire Questions
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•
•
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Can we teach leadership?
Can we learn to be better leaders?
Is leadership just common sense?
Is leadership actually associated with
better organizational performance? IT
DEPENDS WHO YOU ASK AND HOW
YOU MEASURE ORGANIZATIONAL
PERFORMANCE.
354
PART THREE SOCIAL BEHAVIOUR AND ORGANIZATIONAL PROCESSES
ON-THE-JOB CHALLENGE QUESTION
The RCMP's New Boss
In November of 2011, Bob Paulson was appointed as
the new Commissioner of the Royal Canadian Mounted
Police (RCMP), becoming the 23rd Commissioner.
However, Paulson's appointment came at a critical
time for the RCMP, amid a string of scandals, includ-
ing numerous allegations of sexual harassment. Several
former members of the RCMP stated that they had
endured years of sexual harassment from senior offi-
cers. According to a staff relations representative, morale
within the force had withered to an "all-time low.”
During a press conference at the House of Com-
mons, Paulson promised to reform the RCMP, stat-
ing, "First on my plate will be addressing the issue of
harassment and sexual harassment" and “I will sort this
out in a way that Canadians can have faith and trust in
the RCMP.” He said that "accountability and leader-
ship" would be at the top of his long list of priorities.
Canadians had been questioning the RCMP's
ability to safeguard the public, as complaints of botched
investigations, excessive use of force, and institutional
dysfunction had become routine.
The former Minister of Public Safety, Vic Toews,
stated, “The RCMP has been pursuing an ambitious
course of change over recent years, and navigating that
change has been the challenge of successive commis-
sioners over the years, and it will be no different for
the new commissioner ... [Hje recognizes that change
is necessary."
Paulson replaced former Commissioner William
Elliott, who stepped down after being accused by
some senior members of the management team for
having an abrasive leadership style.
Refer to the theories and styles to leadership dis-
cussed in the chapter and describe the kind of leader
that Bob Paulson should be and the type of leadership
that is required to change the RCMP. What do the
theories of leadership suggest he needs to do to be
an effective leader? What advice would you give him?
What leadership style and behaviours do you recom-
mend and why?
Sources: Freeze, C., LeBlanc, D., & Sher, J. (2011, November 16).
New RCMP Commissioner sets out to rebuild trust. The Globe and
Mail: Kennedy, M., & Quan, D. (2011, November 16). Bob Paul-
son to be named new RCMP commissioner. National Post, Ken-
nedy, M. (2011, November 16). New RCMP boss named as sexual
harassment claims are referred to police watchdog. National Post.
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