Robbins & Judge
Organizational Behavior
14th Edition
Leadership
Kelli J. Schutte
William Jewell College
Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall
12-0
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, or intellectual 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 differentiate leaders 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
Ohio
Initiating structure Consideration
Michigan
Employee-oriented Productionoriented
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Contingency Theories
While trait and behavior theories do help us understand 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 theories:
Fiedlers Model Hersey and Blanchards Situational Leadership Theory Path-Goal Theory
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Fiedler Model
Effective group performance depends on the proper match 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 fits the situation or change the situational variables to fit the current leader
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Graphic Representation of Fiedlers Model
Used to determine which type of leader to use in a given situation
E X H I B I T 12-2
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Fiedlers Cognitive Resource Theory
A refinement of Fiedlers original model:
Focuses on stress as the enemy of rationality and creator of unfavorable conditions A leaders intelligence and experience influence his or her reaction to that stress
Stress Level Low High
Intellectual Abilities Effective Ineffective
Leaders Experience Ineffective Effective
Research is supporting the theory.
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Assessment of Fiedlers Model
Positives:
Considerable evidence supports the model, especially if the original eight situations are grouped into three
Problems:
The logic behind the LPC scale is not well understood LPC scores are not stable Contingency variables are complex and hard to determine
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Situational Leadership Theory
A model that focuses on follower readiness
Followers can accept or reject the leader Effectiveness depends on the followers response to the leaders actions Readiness is the extent to which people have the ability and willingness to accomplish a specific task
Ability to follow Unable Unable Able Able Willingness to Follow Unwilling Willing Unwilling Willing Leadership Behavior Give clear and specific directions Display high task orientation Use a supportive and participatory style Doesnt need to do much
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Houses Path-Goal Theory
Builds from the Ohio State studies and the expectancy theory of motivation The Theory:
Leaders provide followers with information, support, and resources 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
How a leader makes decisions is as important as what is decided
Premise: Situational variables interact with leadership attributes to impact the behavior of the leader.
Leader behaviors must adjust to the way tasks are structured in 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
E X H I B I T 12-5
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Leader-Member Exchange (LMX) Theory
In Groups Members are similar to leader In the leaders inner circle of communication Receives more time and attention from leader Gives greater responsibility and rewards
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Out Groups Managed by formal rules and policies Receive less of the leaders attention / fewer exchanges More likely to retaliate against the organization
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Charismatic Leadership
Charisma means gift in Greek
Unconventional Behavior
Vision
Sensitivity to Followers
Personal Risk
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Charismatic Leadership
How do charismatic leaders influence followers?
Articulate a Vision
Create a Vision Statement
Create a new set of Values
Demonstrate the Vision
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Transformational Leaders
Inspire followers to transcend their self-interests for the good of the organization
Contingent Reward Management by Exception (active) Management by Exception (passive) Laissez-Faire
Transactional
Transformational
Idealized Influence Inspirational Motivation Intellectual Stimulation Individualized Consideration
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Leadership Model
Transaction Approaches Laissez-Faire Management by Exception Contingent Reward Transformational Approaches Individualized Consideration Intellectual Stimulation Inspirational Motivation Idealized Influence
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Authentic Leaders
Authentic leaders know who they are, 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 must assess not just the goals themselves but also the means by which those goals are achieved.
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Trust and Leadership
Trust a 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
Trust
Desired Actions
Desired Attitudes
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How is Trust Developed?
Trust
Action: Risk Taking, Information Sharing, Group Effectiveness, and Productivity
Leadership Action: Integrity, Benevolence, Ability
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Mentoring Leading for the Future
Mentor: A senior employee who supports a less experienced employee.
Career Functions
Helping the protg gain skills and abilities Lobbying for the protg to get better assignments Providing exposure to influential individuals in the organization Acting as a sounding board for ideas
Psychological Functions
Counseling the protg to bolster his/her confidence Sharing personal experiences with the protg Providing friendship and acceptance Acting as a role model
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Finding and Creating Effective Leaders
Selecting Leaders
Training Leaders
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Global Implications
These leadership theories are primarily studied in English-speaking countries GLOBE does have some country-specific insights
Brazilian teams prefer leaders who are high in consideration, participative, and have high LPC scores French workers want a leader who is high on initiating structure and task-oriented Egyptian employees value team-oriented, participative leadership, while keeping a high-power distance Chinese workers may favor a moderately participative style
Leaders should take culture into account The GLOBE Study
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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 to leadership.
Behavioral approaches have narrowed leadership down into two usable dimensions.
Need to take into account the situational variables, especially the impact of followers.
Research on charismatic and transformational leadership has made major contributions 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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Copyright 2011 Pearson Education, Inc. Publishing as Prentice Hall
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