ch14 economic

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OrganizationalOrganizationalBehavior, 8eBehavior, 8e

Schermerhorn, Hunt, andSchermerhorn, Hunt, and

OsbornOsborn

Prepared by

Michael K. Mcuddy

!alparaiso "niversity

John Wiley & Sons, Inc.



Organizational Behavior# &

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Organizational Behavior# (

hapter $%

High Per0ormance <eadershipStudy 7uestions.

= +hat is leadership, and ho1 does it di00er

0rom management> = +hat are the trait and behavioral leadership

perspectives>

= +hat are the situational or contingency

leadership approaches> = Ho1 does attribution theory relate to

leadership>



Organizational Behavior# %

hapter $%

High Per0ormance <eadershipStudy 7uestions ? cont.

= +hat are the ne1 leadership perspectives, and

1hy are they especially important in high per0ormance organizations>



Organizational Behavior# @

+hat is leadership, and ho1 does

it di00er 0rom management>Management promotes stability or enables the

organization to run smoothly.

<eadership promotes adaptive or use0ul changes.

Persons in managerial positions may be involved

1ith both management and leadership.

Both management and leadership are needed 0or

organizational success.



Organizational Behavior# 5

+hat is leadership, and ho1 does

it di00er 0rom management><eadership is a special case o0

interpersonal in0luence that gets an

individual or group to do 1hat the leader

or manager 1ants done.

Aorms o0 leadership#

= Aormal leadership.

= -n0ormal leadership.




+hat are the trait and behavioral

leadership perspectives>9rait theories.

= ssume that traits play a 2ey role in#

i00erentiating bet1een leaders and nonleaders.

Predicting leader or organizational outcomes.

= Creat:person:trait approach.

Darliest approach in studying leadership. 9ried to determine the traits that characterized

great leaders.





leadership perspectives> -denti0iable characteristics o0 leaders.

= Dnergetic.

= Operate on an even 2eel. = See2 po1er as a means o0 achieving a vision or goal.

= mbitious.

= High need 0or achievement.

= /ecognize their o1n strengths and 1ea2nesses.

= Oriented to1ard sel0:improvement.





leadership perspectives> -denti0iable characteristics o0 leaders ? cont.

= -ntegrity.

= Eot easily discouraged. = eals 1ell 1ith large amounts o0 in0ormation.

= bove:average intelligence.

= Cood understanding o0 their social setting.

= Possess speci0ic 2no1ledge concerning their industry,

0irm, and Fob.



Organizational Behavior# $'


leadership perspectives>Behavioral theories.

= ssume that leader behaviors are crucial 0or

e6plaining per0ormance and otherorganizational outcomes.

= MaFor behavioral theories. Michigan leadership studies.

Ohio State leadership studies. <eadership Crid.

<eader:Member D6change G<MI theory.



Organizational Behavior# $$


leadership perspectives>Michigan leadership studies.

= Dmployee:centered supervisors.

Place strong emphasis on subordinateJs 1el0are.

= Production:centered supervisors.

Place strong emphasis on getting the 1or2 done.

= Dmployee:centered supervisors have more productive 1or2 groups than production:

centered supervisors.



Organizational Behavior# $&


leadership perspectives>Ohio State leadership studies.

= onsideration.

oncerned 1ith peopleJs 0eelings and ma2ingthings pleasant 0or the 0ollo1ers.

= -nitiating structure. oncerned 1ith de0ining tas2 re7uirements and

other aspects o0 the 1or2 agenda. = D00ective leaders should be high on both

consideration and initiating structure.



Organizational Behavior# $(


leadership perspectives><eadership Crid.

= eveloped by /obert Bla2e and *ane Mouton.

= Built on dual emphasis o0 consideration and

initiating structure.

= 4 6 4 Crid Gmatri6I re0lecting levels o0

concern 0or people and concern 0or tas2. $ re0lects minimum concern.

4 re0lects ma6imum concern.



Organizational Behavior# $%


leadership perspectives> <eadership Crid ? cont.

= Aive 2ey Crid combinations.

$;$ ? lo1 concern 0or production, lo1 concern 0or people.

$;4 ? lo1 concern 0or production, high concern 0or people.

@;@ ? moderate concern 0or production, moderate concern

0or people.

4;$ ? high concern 0or production, lo1 concern 0or people.

4;4 ? high concern 0or production, high concern 0or people.



Organizational Behavior# $@


leadership perspectives><eader:Member D6change G<MI theory.

= Aocuses on the 7uality o0 the 1or2ing

relationship bet1een leaders and 0ollo1ers. = <M dimensions determine 0ollo1ersJ

membership in leaderJs in groupL or out

group.L

= i00erent relationships 1ith in groupL and

out group.L



Organizational Behavior# $5

+hat are the situational or contingency

leadership approaches> <eader traits and behaviors can act in conFunction

1ith situational contingencies.

9he e00ects o0 leader traits are enhanced by theirrelevance to situational contingencies.

MaFor situational contingency theories. = AiedlerJs leadership contingency theory.

= AiedlerJs cognitive resource theory. = HouseJs path:goal theory o0 leadership.

= Hersey and BlanchardJs situational leadership model.





leadership approaches>AiedlerJs leadership contingency theory.

= -nitiated the situational contingency approach

in the mid:$45's.

= AiedlerJs approach emphasized that group

e00ectiveness depends on an appropriate match

bet1een the leaderJs style and situational

demands.





leadership approaches>Key variables in AiedlerJs contingency

model.

= Situational control. 9he e6tent to 1hich a leader can determine 1hat

his or her group is going to do as 1ell as theoutcomes o0 the groupJs actions and decisions.

-s a 0unction o0# = <eader:member relations.

= 9as2 structure.

= Position po1er.





leadership approaches>Key variables in AiedlerJs contingency

model ? cont.

= <east pre0erred co:1or2er G<PI score re0lects

a personJs leadership style.

High:<P leaders have a relationship:motivated

style.

<o1:<P leaders have a tas2:motivated style.



Organizational Behavior# &'


leadership approaches> -mplications o0 AiedlerJs contingency

model.

= 9as2:motivated leaders have more e00ectivegroups under conditions o0 lo1 or high

situational control.

= /elationship:motivated leaders have moree00ective groups under conditions o0 moderate

situational control.



Organizational Behavior# &$


leadership approaches> AiedlerJs cognitive resource theory.

= ognitive resources are abilities or competencies.

= leaderJs use o0 directive or nondirective behaviordepends on#

9he leaderJs or subordinate group membersJ ability or

competency.

Stress. D6perience.

Croup support o0 the leader.



Organizational Behavior# &&


leadership approaches>AiedlerJs cognitive resource theory ? cont.

= irectiveness is most help0ul 0or per0ormance

1hen the leader is#

ompetent.

/ela6ed.

Supported. = Other1ise nondirectiveness is pre0erred.



Organizational Behavior# &(


leadership approaches>Dvaluation and application o0 AiedlerJs

contingency theory.

= ontroversy regarding 1hat <P actuallymeasures.

= <eader match training. <eaders are trained to diagnose the situation to

match their <P scores 1ith situational control. lso sho1s ho1 situational control variable can be

changed to obtain a match.



Organizational Behavior# &%


leadership approaches>HouseJs path:goal theory o0 leadership.

= Dmphasizes ho1 a leader in0luences

subordinatesJ perceptions o0 both 1or2 goalsand personal goals and the lin2s, or paths,

0ound bet1een these t1o sets o0 goals.

= 9he theory assumes that a leaderJs 2ey

0unction is to adFust his;her behavior to

complement situational contingencies.



Organizational Behavior# &@


leadership approaches>HouseJs path:goal theory o0 leadership ?

cont.

= <eader behaviors.

irective leadership.

Supportive leadership.

chievement:oriented leadership.

Participative leadership.



Organizational Behavior# &5


leadership approaches>HouseJs path:goal theory o0 leadership ?

cont.

= Situational contingency variables.

Subordinate attributes ? authoritarianism,

internal:e6ternal orientation, and ability.

+or2 setting attributes ? tas2, 0ormal authority

system, and primary 1or2 group.





leadership approaches>Path:goal theory predictions regarding

directive leadership.

= Positive impact on subordinates 1hen tas2 isclear negative impact 1hen tas2 is

ambiguous.

= More directiveness is needed 1hen ambiguoustas2s are per0ormed by highly authoritarian

and closed:minded subordinates.






supportive leadership.

= -ncreases satis0action o0 subordinates 1or2ing

on highly repetitive, unpleasant, stress0ul, or

0rustrating tas2s.






achievement:oriented leadership.

= Dncourages subordinates to strive 0or higher per0ormance standards and to have morecon0idence in their ability to meet challenginggoals.

= -ncreases e00ort:per0ormance e6pectancies 0orsubordinates 1or2ing in ambiguous,nonrepetitive tas2s.



Organizational Behavior# ('


leadership approaches>

Path:goal theory predictions regarding

participative leadership.

= Promotes satis0action on nonrepetitive tas2s

that allo1 0or subordinatesJ ego involvement.

= Promotes satis0action 0or open:minded or

nonauthoritarian subordinates 1or2ing onrepetitive tas2s.



Organizational Behavior# ($



Dvaluation and application o0 HouseJs

path:goal theory.

= Many aspects o0 the theory have not been

ade7uately tested.

= <ac2s substantial current research.

= House has revised and e6tended path:goal

theory into a theory o0 1or2 unit leadership.



Organizational Behavior# (&



Hersey and BlanchardJs situational

leadership model.

= Dmphasizes the situational contingency o0

maturity, or readiness,L o0 0ollo1ers.

= /eadiness is the e6tent to 1hich people have

the ability and 1illingness to accomplish a

speci0ic tas2.



Organizational Behavior# ((



Hersey and BlanchardJs situational

leadership model ? cont.

= <eader style and 0ollo1er readiness. telling style is best 0or lo1 readiness.

selling style is best 0or lo1 to moderate

readiness.

participating style is best 0or moderate to high

readiness.

delegating style is best 0or high readiness.



Organizational Behavior# (%



Substitutes 0or leadership.

= Sometimes hierarchical leadership ma2es

essentially no di00erence.

= Substitutes 0or leadership ma2e a leaderJs

in0luence either unnecessary or redundant.



Organizational Behavior# (@



D6amples o0 leadership substitutes.

= -ndividualsJ e6perience, ability, and training.

= -ndividualsJ pro0essional orientation.

= Highly structured;routine Fobs.

= -ntrinsically satis0ying Fobs. = ohesive 1or2 group.



Organizational Behavior# (5



D6amples o0 leadership neutralizers.

= -ndividual indi00erence to1ard organizational

re1ards.

= <o1 leader position po1er.

= Physical separation o0 leader.




Ho1 does attribution theory

relate to leadership>

ttribution theory recognizes that

leadership and its e00ects may not be able

to be identi0ied and measured obFectively.

<eadersJ and subordinatesJ behaviors are

signi0icantly in0luenced by the attributionseach ma2es about the otherJs behavior.






<eadership prototypes.

= PeopleJs mental image o0 1hat a model leader

should loo2 li2e. = mi6 o0 speci0ic and more general

characteristics.

= Some core characteristics ? li2e integrity andsel0:e00icacy ? are probably universal across

leadership situations.






<eadership prototypes ? cont.

= Prototypes may di00er by country and by

national culture.

= 9he closer that a leaderJs behavior matches the

prototype held by the 0ollo1ers, the more

0avorable the leaderJs relations and 2eyoutcomes.



Organizational Behavior# %'



D6aggeration o0 the leadership di00erence.

= DOs, particularly o0 large corporations, may

have little leadership impact on pro0its and

e00ectiveness compared to environmental and

industry 0orces.

= /omance o0 leadership. People attribute almost magical 7ualities to

leadership.



Organizational Behavior# %$

+hat are the ne1 leadership perspectives,

and 1hy are they especially important in

high per0ormance organizations> Ee1 leadership emphasizes#

= harismatic approaches.

= 9rans0ormational approaches. = spects o0 vision related to charismatic and

trans0ormational approaches.

Ee1 leadership is important in changing and

trans0orming individuals and organizations 1ith a

commitment to high per0ormance.



Organizational Behavior# %&



high per0ormance organizations>harismatic approaches to leadership.

= harismatic leaders, by 0orce o0 their personal

abilities, can have a pro0ound ande6traordinary e00ect on 0ollo1ers.

= haracteristics o0 charismatic leaders include#

High need 0or po1er.

High 0eelings o0 sel0:e00icacy.

onviction in the moral rightness o0 their belie0s.



Organizational Behavior# %(



high per0ormance organizations>harismatic approaches to leadership ?

cont.

= harismatic behaviors include# /ole modeling.

-mage building.

rticulating goals.

Dmphasizing high e6pectations. Sho1ing con0idence.

rousing 0ollo1er motives.



Organizational Behavior# %%



high per0ormance organizations>ar2 side versus bright side o0 charismatic

leadership.

= ar2 side. Dmphasizes personalized po1er.

<eaders 0ocus on themselves.

= Bright side.

Dmphasizes socialized po1er.

<eaders empo1er 0ollo1ers.



Organizational Behavior# %@



high per0ormance organizations> onger and KanungoJs three:stage charismatic

leadership model.

= Stage $# 9he leader critically evaluates the status 7uo.

= Stage &# 9he leaders 0ormulates and articulates 0uture

goals and a idealized 0uture vision.

= Stage (# 9he leader sho1s ho1 the goals and vision

can be achieved.



Organizational Behavior# %5



high per0ormance organizations>onger and KanungoJs three:stage

charismatic leadership model ? cont.

= -0 leaders use behaviors such as vision

articulation, environmental sensitivity, and

unconventional behavior, 0ollo1ers 1ill

attribute charismatic leadership to them.






high per0ormance organizations>harismatic leadership relative to close:up

and at:a:distance leaders.

= Both types o0 leaders are vie1ed as

charismatic but possess 7uite di00erent traits

and behaviors.






high per0ormance organizations>9ransactional leadership.

= -nvolves leader:0ollo1er e6changes necessary

0or achieving routine per0ormance agreedupon bet1een leaders and 0ollo1ers.

= <eader:0ollo1er e6changes involve# "se o0 contingent re1ards.

ctive management by e6ception. Passive management by e6ception.

bdicating responsibilities and avoiding decisions.






high per0ormance organizations>9rans0ormational leadership occurs 1hen

leaders#

= Broaden and elevate their 0ollo1ersJ interests.

= Cenerate a1areness and acceptance o0 the

groupJs purposes and mission.

= Stir their 0ollo1ers to loo2 beyond their o1n

sel0:interests to the good o0 others.



Organizational Behavior# @'



high per0ormance organizations>imensions o0 trans0ormational leadership.

= harisma.

Provides vision and a sense o0 mission and instills

pride, respect, and trust in 0ollo1ers.

= -nspiration.

ommunicates high e6pectations, uses symbols to0ocus e00orts e6presses important purposes in

simple 1ays.



Organizational Behavior# @$



high per0ormance organizations>imensions o0 trans0ormational leadership

? cont.

= -ntellectual stimulation.

Promotes intelligence, rationality, and care0ul

problem solving.

= -ndividualized consideration. Provides personal attention, treats each employee

individually, and coaches and advises.



Organizational Behavior# @&



high per0ormance organizations>9rans0ormational leadership is li2ely to be

strongest at the top:management level.

9rans0ormational leadership is 0ound

through the organization.

9rans0ormational leadership operates incombination 1ith transactional leadership.



Organizational Behavior# @(



high per0ormance organizations> <eadership in high per0ormance 1or2 teams.

= <eaders in sel0:directing 1or2 teams act as

coordinators.

= Behaviors in the coordinator role emphasize the

development o0 sel0:leadership on the part o0 team

members.

Sel0:leadership acts as a partial substitute 0or hierarchical

leadership.

+hile coordinator behaviors encourage 0ollo1er

participation, they are not charismatic behaviors.





high per0ormance organizations>Some ne1 leadership issues.

= People can be trained in ne1 leadership

approaches.

= Ee1 leadership is not al1ays good or needed.

= Ee1 leadership should be used in conFunction1ith traditional leadership.

ch14 economic

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