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Education,
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 eleventh
edition

Define leader and leadership

Compare and contrast early theories of
leadership
Describe the three major contingency theories of
leadership
Describe contemporary views of leadership
Discuss contemporary issues affecting
leadership
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Education,
Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter Inc. Publishing as Education, Inc. publishing as Prentice Hall
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What Is Leadership?
What is Power?
Leadership Is the process of inspiring,
guiding and influencing others to
participate in a common effort.
Ideally, all managers should be leaders.

Power- The right and capacity that

leaders have to influence work actions
and decision.

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Education,
Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter Inc. Publishing as Education, Inc. publishing as Prentice Hall
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Managing Power
Legitimate power Expert power
The power a leader has as The influence a leader
a result of his or her can exert as a result of
position. his or her expertise, skills,
Coercive power or knowledge.
The power a leader has to Referent power
punish or control. The power of a leader
Reward power that arises because of a
The power to give positive persons desirable
benefits or rewards. resources or admired
personal traits.

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Education,
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 Trait Theories (1920s
-1930s)
Focused on identifying personal characteristics that
differentiated leaders from non-leaders
7 traits were associated with effective leadership
Drive, Desire to Lead, Honesty & Integrity,
Self-Confidence, Intelligence, Job-Relevant
Knowledge, Extraversion
Eventually deciding that traits alone were not
sufficient to identify effective leaders
Since it excluded interaction of leaders with group
members and situational factors
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Education,
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 Behavioral Theories
1. University of Iowa Studies: Identified 3
leadership styles which were found to be
effective:
a. Autocratic: leader who dictated work methods, limited
employee participation, made unilateral decisions
b. Democratic: employee involvement in decision making,
delegated authority, took feedback
c. Laissez faire: let group make decision
-Employees were more satisfied under a democratic
leader than under an autocratic leader.
-No specific style was consistently better for producing
better performance.

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 Behavioral Theories
2. Ohio State Studies: Identified 2 dimensions of
leadership behavior.
a. Initiating structure: the extent to which a
leader defined individual role and the roles of
group members in attaining goals.
b. Consideration: the leaders mutual trust and
respect for group members ideas and feelings.
-High consideration/high structure leaders
generally, but not always, achieved high on
group task performance and membership
satisfaction.
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 Behavioral Theories

3. University of Michigan Studies:

Identified 2 dimensions of leadership
behavior:
a.Employee oriented: emphasizing
personal relationships
b.Production oriented: emphasizing task
accomplishment
-Leaders who are employee oriented are
strongly associated with high group
productivity andCopyright
high job satisfaction.
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 Behavioral Theories
4. The Managerial Grid: Places managerial styles in 5
categories.
Impoverished management (low concern for production, low
concern for people)
Task management (high concern for production, low concern for
people)
Middle-of-the-road management (medium concern for
production, medium concern for people)
Country club management (low concern for production, high
concern for people)
Team management (high concern for production, high concern
for people)
Team management produced the most effective leadership style

Copyright 2012 Pearson

Education,
Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter Inc. Publishing as Education, Inc. publishing as Prentice Hall
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Exhibit 17-2: Behavioral Theories
of Leadership

Copyright 2012 Pearson

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Exhibit 17-2: Behavioral Theories
of
Leadership (cont.)

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 Contingency Theories by Fred
Fiedler
The performance of a leader depends on two
interrelated factors:
(1)The degree to which the situation gives the
leader control and influencethat is, the
likelihood that [the leader] can successfully
accomplish the job;
(2)The leaders basic motivationthat is,
whether the leaders self-esteem depends
primarily on accomplishing the task or on having
close supportive relations with others.
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Contingency Theories by Fred
Fiedler
Highly Moderately Highly
Unfavorable favorable Favorable

Nature of the situation

Task-motivated Relationship- Task-motivated

leaders perform motivated leaders leaders perform
better perform better. better

-A certain leadership style should be most effective in

different types of situations.
-Matching the leader to the situation or changing the
situation to make it favorable to the leader is required
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 Path-Goal Model
States that the leaders job is to assist followers in
attaining their goals and to provide direction or
support to ensure that their goals are compatible
with those of the organization
Depending on the situation, leaders assume
different leadership styles at different times:
1.Directive -Lets subordinates know whats expected of
them, schedules work be done, and gives specific
guidance on how to accomplish tasks.
2.Supportive- Shows concern for the needs of followers
and is friendly.
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 Path-Goal Model
3. Participative- Consults with group members and
uses their suggestions when making a decision.
4. Achievement oriented-Sets challenging goals
and expects followers to perform at their highest level
The path-goal theory proposes two contingency
variables that influence the leadership behavior-
outcome relationship.
1. Those in the environment that are outside the control
of the follower
2. Those that are part of the personal characteristics of
the follower
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Exhibit 17-4: Path-Goal Model

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 McGregors Theory X and
Theory Y
Douglas McGregor is best known for proposing
two assumptions about human nature:
Theory X is a negative view of people that
assumes workers have little ambition, dislike
work, want to avoid responsibility, and need
to be closely controlled to work effectively.
Theory Y is a positive view that assumes
employees enjoy work, seek out and accept
responsibility, and exercise self-direction.

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 McGregors Theory X and
Theory Y
McGregor believed that Theory Y
assumptions should guide leadership
practice
In reality, no evidence confirms that
either set of assumptions is valid or
that being a Theory Y manager is the
only way to motivate employees.

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Transformational Leadership
Theory
Leaders who stimulate and inspire
(transform) followers to overcome their own
self-interests for the good of the organization
Visionaries who challenge people to do
exceptional things
Transactional leaders monitor people so
that they do the expected, according to plan.
In contrast, transformational leaders
inspire people to do the unexpected, above
and beyond the plan
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Factors of Effective
Leadership
Having patience to share information
Being able to trust others and to give up
authority
Understanding when to intervene
Managing the teams external boundary
Facilitating the team process
Includes coaching, facilitating, handling disciplinary
problems, reviewing team and individual
performance, training, and communication

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