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Kelli J. SchutteWilliam Jewell College

Robbins, Judge, and Vohra

Organizational Behavior14th Edition

Leadership

12-0Copyright 2012 Dorling Kindersley (India) Pvt. LtdAuthorized adaptation from the United States edition of Organizational

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Chapter Learning Objectives

After studying this chapter, you should be able to:

Define leadership and contrast leadership and management.

Summarize the conclusions of trait theories of leadership.

Identify the central tenets and main limitations of behavioral

theories.

Assess contingency theories of leadership by their level of support. Compare and contrast charismatic and transformational leadership.

Define authentic leadership and show why effective leaders

exemplify ethics and trust.

Demonstrate the role mentoring plays in our understanding of

leadership.

Address challenges to the effectiveness of leadership.

Assess whether charismatic and transformational leadership

generalize across cultures.


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What Is Leadership?

Leadership

The ability to influence a group

toward the achievement of goals

Management Use of authority inherent in

designated formal rank to obtain

compliance from organizational

members

Both are necessary for

organizational success


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Trait Theories of Leadership

Theories that consider personality, social, physical, orintellectual traits to differentiate leaders from

nonleaders

Not very useful until matched with the Big Five

Personality Framework

Essential Leadership Traits

Extroversion

Conscientiousness

Openness

Emotional Intelligence (Qualified)

Traits can predict leadership, but they are better at

predicting leader emergence than effectiveness.


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Behavioral Theories of Leadership

Theories proposing that specific behaviors differentiateleaders from nonleaders

Differences between theories of leadership:

Trait theory: leadership is inherent, so we must identify the

leader based on his or her traits

Behavioral theory: leadership is a skill set and can be taught

to anyone, so we must identify the proper behaviors to teach

potential leaders


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Important Behavioral Studies

12-5

Initiating structure

ConsiderationOhio

Employee-oriented

Production-oriented

Michigan

Copyright 2012 Dorling Kindersley (India) Pvt. LtdAuthorized adaptation from the United States edition of Organizational

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Contingency Theories

While trait and behavior theories do help usunderstand leadership, an important component is

missing: the environment in which the leader exists

Contingency Theory adds this additional aspect to our

understanding leadership effectiveness studies

Three key contingency models for leadership:

Fiedlers Model

Hersey and Blanchards Situational Leadership Theory Path-Goal Theory


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Fiedler Model

Effective group performance depends on the propermatch between leadership style and the degree to which

the situation gives the leader control.

Assumes that leadership style (based on orientation revealed

in LPC questionnaire) is fixed

Considers Three Situational Factors:

Leader-member relations: degree of confidence and trust in

the leader

Task structure: degree of structure in the jobs

Position power: leaders ability to hire, fire, and reward

For effective leadership: must change to a leader who fi ts

the situation or change the situational variables to fi t the

current leader

12-7Copyright 2012 Dorling Kindersley (India) Pvt. LtdAuthorized adaptation from the United States edition of OrganizationalBehavior, 14e

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Graphic Representation of Fiedlers Model

12-8

E X H I B I T 12-1

Used to

determine

which type

of leader

to use in a

given

situation


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Assessment of Fiedlers Model

Positives: Considerable evidence supports the model, especially if the

original eight situations are grouped into three

12-9

Problems:

The logic behind the LPC

scale is not well understood

LPC scores are not stable

Contingency variables are

complex and hard todetermine


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Houses Path-Goal Theory

Builds from the Ohio State studies and the expectancytheory of motivation

The theory:

Leaders provide followers with information, support, andresources to help them achieve their goals

Leaders help clarify the path to the workers goals Leaders can display multiple leadership types

Four types of leaders:

Directive: focuses on the work to be done

Supportive: focuses on the well-being of the worker Participative: consults with employees in decision making

Achievement-Oriented: sets challenging goals


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Vroom and Yettons Leader-Participation Model

Howa leader makes decisions is as important as whatis

decided

Premise: Situational variables interact with leadership

attributes to impact the behavior of the leader.

Leader behaviors must adjust to the way tasks are structuredin the organization.

This is a normative model that tells leaders how participative

to be in their decision making of a decision tree

Five leadership styles

Twelve contingency variables


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Leader-Member Exchange (LMX) Theory

In-Group

Members are

similar to leader

In the leaders

inner circle ofcommunication

Receives more

time and

attention from

leader

Gives greater

responsibility

and rewards

12-13

Out-Group

Managed by formal

rules and policies

Receive less of the

leaders attention /

fewer exchanges More likely to

retaliate against the

organization

Copyright 2012 Dorling Kindersley (India) Pvt. Ltd

Authorized adaptation from the United States edition of Organizational

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Charismatic Leadership

Charisma means gift in Greek

12-14

Vision

Personal Risk

Sensitivity to

Followers

UnconventionalBehavior



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Charismatic Leadership

How do charismatic leaders influence followers?

12-15

Articulate aVision

Create aVision

Statement

Create a newset of Values

Demonstratethe Vision



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Transformational Leaders

Inspire followers to transcend their self-interests for

the good of the organization

12-16

Contingent Reward

Management by Exception(active)

Management by Exception(passive)

Laissez-Faire

Transactional

Idealized Influence

Inspirational Motivation

Intellectual Stimulation

Individualized Consideration

Transformational



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Leadership Model

12-17

TransactionApproaches

Laissez-Faire

Management by

Exception Contingent

Reward

TransformationalApproaches

IndividualizedConsideration

IntellectualStimulation

InspirationalMotivation

IdealizedInfluence



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Authentic Leaders

Authentic leaders know who theyare, what they believe in and value,and act upon those values and beliefs.

Ethics and Leadership Leadership is not free from values.

When we assess leadership, we mustassess not just the goals themselvesbut also the means by which thosegoals are achieved.

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Trust and Leadership

Trusta psychological state that exists when you agree

to make yourself vulnerable to another because you

have a positive expectation for how things are going to

turn out.

Key attribute associated with leadership

Followers who trust their leader will align their actions and

attitudes with the leaders behaviors/requests

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TrustDesired

Actions

Desired

Attitudes



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How is Trust Developed?

12-20

LeadershipAction:

Integrity,Benevolence,Ability

Trust Action: Risk Taking,Information Sharing,Group Effectiveness,and Productivity



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Finding and Creating Effective Leaders

Selecting Leaders

Training Leaders

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Summary and Managerial Implications

Leadership is central to understanding group behavior as the leader provides the

direction.

Extroversion, conscientiousness, and openness all show consistent relationships toleadership.

Behavioral approaches have narrowed leadership down into two usabledimensions.

Need to take into account the situational variables, especially the impact offollowers.

Research on charismatic and transformational leadership has made majorcontributions to our understanding of leadership.

Leaders must be seen as authentic and trustworthy.

Investment must be made in the future through mentoring and training leaders.

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All rights reserved. No part of this publication may be reproduced,stored in a retrieval system, or transmitted, in any form or by any

means, electronic, mechanical, photocopying, recording, or otherwise,without the prior written permission of the publisher. Printed in the

United States of America.

Copyright 2011 Pearson Education,Inc. Publishing as Prentice Hall

12-25


Authorized adaptation from the United States edition of OrganizationalBeha ior 14e

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