Kelli J.

Schutte
William Jewell College
Robbins & Judge
Organizational Behavior
14th Edition

Leadership
12-0
Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall


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.
Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall


12-1
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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12-2
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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12-3
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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12-4
Important Behavioral Studies


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12-5
Initiating structure
Consideration

Ohio
Employee-oriented
Production-
oriented
Michigan
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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12-6
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

Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall

12-7
Graphic Representation of Fiedlers Model
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12-8
E X H I B I T 12-2
Used to
determine
which type
of leader
to use in a
given
situation
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






Research is supporting the theory.
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12-9
Stress Level
Low
High
Intellectual
Abilities
Effective
Ineffective
Leaders
Experience
Ineffective
Effective
Assessment of Fiedlers Model
Positives:
Considerable evidence supports the model, especially if the
original eight situations are grouped into three

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12-10
Problems:
The logic behind the LPC
scale is not well understood
LPC scores are not stable
Contingency variables are
complex and hard to
determine

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

Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall


12-11
Ability to follow Willingness to Follow Leadership Behavior
Unable Unwilling Give clear and specific directions
Unable Willing Display high task orientation
Able Unwilling Use a supportive and participatory
style
Able Willing Doesnt need to do much
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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12-12
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


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12-13
E X H I B I T 12-5
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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12-14
Out Groups
Managed by formal
rules and policies
Receive less of the
leaders attention /
fewer exchanges
More likely to
retaliate against the
organization


Charismatic Leadership
Charisma means gift in Greek
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12-15
Vision
Personal Risk
Sensitivity to
Followers
Unconventional
Behavior
Charismatic Leadership
How do charismatic leaders influence followers?
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12-16
Articulate a
Vision
Create a
Vision
Statement
Create a new
set of Values
Demonstrate
the Vision
Transformational Leaders
Inspire followers to transcend their self-interests for
the good of the organization




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12-17
Contingent Reward
Management by Exception
(active)
Management by Exception
(passive)
Laissez-Faire
Transactional
Idealized Influence
Inspirational Motivation
Intellectual Stimulation
Individualized Consideration
Transformational
Leadership Model

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12-18
Transaction
Approaches
Laissez-Faire
Management by
Exception
Contingent
Reward
Transformational
Approaches
Individualized
Consideration
Intellectual
Stimulation
Inspirational
Motivation
Idealized
Influence
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.
Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall


12-19
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
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12-20
Trust
Desired
Actions
Desired
Attitudes
How is Trust Developed?

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12-21
Leadership
Action:
Integrity,
Benevolence,
Ability
Trust


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

Mentoring Leading for the Future
Mentor: A senior employee who supports a less
experienced employee.
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12-22
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
Finding and Creating Effective Leaders
Selecting Leaders
Training Leaders
Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall


12-23
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
12-24
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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.

12-25
Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall


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without the prior written permission of the publisher. Printed in the
United States of America.

Copyright 2011 Pearson Education,
Inc. Publishing as Prentice Hall
12-26
Copyright 2011 Pearson Education, Inc. Publishing as Prentice Hall