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OB & Leadership

Instructor:

Ma'am Nosheen Nawaz

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Atia Rizvi 07

Atif Rehman 06

Asma Hameed 05

Azhar Naeem 08

Group Members

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Research Paper

Culture and leadership in Africa:a Conceptual Model and Research agend

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Overview

Introduction Leadership theories Culture and leadership Goal-behavior and outcome model Agenda of further research Conclusion

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OverviewLEADERSHIPLeading a group of people. To make decision and

inspire other

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Culture refers to the cumulative deposit of knowledge, experience, beliefs, values,

attitudes, meanings, hierarchies, religion, notions of time, roles, concepts of the universe,and material objects and possessions acquired

by a group of people in the course of generations through individual and group

striving.

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Introduction

Dismal Growth Of Sab Sahara AfricanEconomics

SituationDescribe As Disaster and

Tragedy

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One group of thoughts

Poor governance

management ineptitude limited staff motivation Institutional and structural weaknesses limited attention to private enterprise

development

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Second Group of thoughts

weaknesses constitute the most importantreason of poor economic performance

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African Leaders

Ineffective Need to develop managerial capacities Poor to meet the demand of the complex globalized eco

system

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Worst African Leader

Muammar al- Qaddafi Robert Mugabe

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Intellectual capacity

Training programs

Remove weaknesses

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Nelson Mandela

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Leadership Theories

Essential Theory Relational theory Critical Theory Constructionist Theory

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King Abdulaziz

King Saud Bin AbdulAziz 1373 1384 AH ( 1953 1964 AD) King Faisal Bin AbdulAziz 1384 1395 AH ( 1964 1975 AD )

King Khaled Bin AbdulAziz 1395 1402 AH ( 1975 1982 AD ) King Fahad Bin AbdulAziz ( The Custodian of the Two HMosques ) 1402 1426 AH ( 1982 2005 AD)

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Task oriented behavior

What to Do How to do when to do where to do

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Employee Oriented Behavior

Social and emotional needs Recognition Satisfaction Motivation Self Esteem

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Transactional leadership

Transformational leadership

Newer theories of

leadership (1070-2010)

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Leader motivate followers by clarifying therole & task requirements

By offering rewards and punishment

Path-Goal model (1967)

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Binding the people around a commonpurpose by self-reinforcing behavior

Transformational leadership

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Role modelInspire followers by

New opportunitiesFace challengesStrong vision for future

Enthusiastic

OptimisticClear and realistic expectationsProvide individualized consideration

Characteristics of transformationalleader

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Complexity theory

Authentic theory

Two new leadership theories (1980)

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Leadership is based on complexinteractions of among various organizationplayers

Producing power , structure and networks of relationship

No single leader can influence organization

Depends on position with in networks of relationships

Complexity theory

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Leaders attention on self awareness

Self-regulated positive behaviors

Exhibit ethical behaviors

Such behavior encourage openness & desireto share information

Authentic leadership

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Culture provides a frame of reference orlogic

To understand leadership behavior

Shared values, norms, traditions of society

Culture and leadership

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Individualism-collectivism Masculine- feminine Vertical - horizontal Active-passive Universalism-particularism

Types of cultures

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Leadership styles and behaviors are culture

bound

Culture Provides guideline to work inorganization

Some culture endorse autocratic leaders ( in collectivism) participatory leadership (in individualism )

Culture and leadership

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African culture andleadership

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A Cultural Based Model ofLeadership

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Dimensions Emphasized in

Conceptual Model

Management of organizational and employee goal

Leader, employee relationship management

Resource allocation and management

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Expectations, Goals and

leadership behaviors

Self Induced Goals

Culture Induced Goals

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Leader follower relationship

When follower believe that they are obligated to behave perform in a certain way and also believe that their leaders

certain obligations towards them, these beliefs constitutepsychological contract

Rousseau (1990)

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Leadership and Resource

allocation

Leaders are not always fair effective and responsible in allof resources

Egocentric ways

African leaders allocate resources, giving priority to their pgoals rather then organizational goals

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Leadership and Resource

allocation

Leaders resource allocation disregard of organizational necreating a de-motivated work force in the Organization

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Agenda For Future Research

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Additional Research

Leadership and organizational performance

Leadership development strategies

Leadership, learning and creativity

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Leadership and organizational

performanceWe need to know:

Existing leadership practices in public and privateorganizationsCentralized power structureHigh degrees of uncertaintyBureaucratic resistance to changeAssertion of goal preferences

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Leadership and organizational

performance

Humanistic orientation or variants of transactional transformational leadership

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Leadership development

Strategies required?

Cross-vergence (Jackson)A theory which takes multi-level factors

consideration to develop a model to predict how values and

societies change over time and what are the dominant drivinbehind it and furthermore relates this cross-cultural researcinto international workplaces

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Leadership development

Western practices + Non-western practices linked with loca

Management constructs and models in culturally local lang

Religious Beliefs (gender, age and ethnic networks)

Change in leadership practices

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Leadership learning and

creativityWeak learningDesign systems

Dynamic learning

Leadership styleEmployees propensity

Above factors require more investigation

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Summary and conclusionLeadership and management culture

Culture is seen as Goals Expectations Relationships

Resource allocation decisions

This model helps improve organization performance by chan

leadership style

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Summary and conclusion

Agents attentiveness for leadership styleCultural constraint on effective leadership

Further investigations required

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