Robbins Ob13 Ins Ppt12

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Bob StretchSouthwestern College

Robbins & Judge

Organizational Behavior13th Edition

Basic Approaches to Leadership

12-0 2009 Prentice-Hall Inc. All rights reserved.


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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.

Identify the central tenets and main limitations of behavioral

theories.

Assess contingency theories of leadership by their level of support. Contrast the interactive theories (path-goal and leader-member

exchange).

Identify the situational variables in the leader-participation model.

Show how U.S. managers might need to adjust their leadership

approaches in Brazil, France, Egypt, and China.

2009 Prentice-Hall Inc. All rights reserved. 12-1


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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

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

Ohio State University Found two key dimensions of leader behavior:

Initiating structurethe defining and structuring of roles

Considerationjob relationships that reflect trust and respect

Both are important

University of Michigan

Also found two key dimensions of leader behavior:

Employee-orientedemphasizes interpersonal relationships

and is the most powerful dimension

Production-orientedemphasizes the technical aspects of thejob

The dimensions of the two studies are very similar



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Blake and Moutons Managerial Grid

Draws on both studies toassess leadership style

Concern for People is

Consideration and

Employee-Orientation

Concern for Production

is Initiating Structure and

Production-Orientation

Style is determined by

position on the graph


E X H I B I T 12-1


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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 deals with this additional aspect of

leadership effectiveness studies

Three key theories:

Fielders 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 situation

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



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Graphic Representation of Fiedlers Model


E X H I B I T 12-2

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


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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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.


Stress Level

Low

High

IntellectualAbilities

Effective

Ineffective

Leaders

Experience

Ineffective

Effective


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Hersey & Blanchards Situational Leadership

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 willingnessto accomplish a specific task

A paternal model:

As the child matures, the adult releases more and more

control over the situation

As the workers become more ready, the leader becomes

more laissez-faire

An intuitive model that does not get much support

from the research findings



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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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Path-Goal Model

Two classes of contingency variables:

Environmental are outside of employee control

Subordinate factors are internal to employee

Mixed support in the research findings


E X H I B I T 12-4


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Leader-Member Exchange (LMX) Theory

A response to the failing of contingency theories to

account for followers and heterogeneous leadership

approaches to individual workers

LMX Premise:

Because of time pressures, leaders form a special

relationship with a small group of followers: the in-group

This in-group is trusted and gets more time and attention

from the leader (more exchanges)

All other followers are in the out-group and get less of the

leaders attention and tend to have formal relationships withthe leader (fewer exchanges)

Leaders pick group members early in the relationship



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LMX Model

How groups are assigned is unclear

Follower characteristics determine group membership

Leaders control by keeping favorites close

Research has been generally supportive


E X H I B I T 12-3


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Yroom and Yettons Leader-Participation Model

Howa leader makes decisions is as important as whatis

decided

Premise:

Leader behaviors must adjust to reflect task structure

Normative model: tells leaders how participative to be intheir decision-making of a decision tree

Five leadership styles

Twelve contingency variables

Research testing for both original and modified modelshas not been encouraging

Model is overly complex


E X H I B I T 12-5


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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



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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



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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 2009 Pearson Education,Inc. Publishing as Prentice Hall

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