Robbins Ob14 Ppt 12
Transcript of Robbins Ob14 Ppt 12
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Kelli J. SchutteWilliam Jewell College
Robbins & Judge
Organizational Behavior14th Edition
Leadership
12-0Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall
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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 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, orintellectual 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 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
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Initiating structure
ConsiderationOhio
Employee-oriented
Production-oriented
Michigan
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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 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 propermatch 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 fi ts
the situation or change the situational variables to fi t the
cur rent leader
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Graphic Representation of Fiedlers Model
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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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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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Stress Level
Low
High
IntellectualAbilities
Effective
Ineffective
Leaders
Experience
Ineffective
Effective
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Assessment of Fiedlers Model
Positives: Considerable evidence supports the model, especially if the
original eight situations are grouped into three
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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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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
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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
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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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Vroom and Yettons Leader-Participation Model
Howa leader makes decisions is as important as whatis
decided
Premise: Situational variables interact with leadership
attributes to impact the behavior of the leader.
Leader behaviors must adjust to the way tasks are structuredin 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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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
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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
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Vision
Personal Risk
Sensitivity to
Followers
UnconventionalBehavior
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Transformational Leaders
Inspire followers to transcend their self-interests for
the good of the organization
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Contingent Reward
Management by Exception(active)
Management by Exception(passive)
Laissez-Faire
Transactional
Idealized Influence
Inspirational Motivation
Intellectual Stimulation
Individualized Consideration
Transformational
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Leadership Model
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12-18
TransactionApproaches
Laissez-Faire
Management by
Exception Contingent
Reward
TransformationalApproaches
IndividualizedConsideration
IntellectualStimulation
InspirationalMotivation
IdealizedInfluence
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Authentic Leaders
Authentic leaders know who theyare, 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 mustassess not just the goals themselvesbut also the means by which thosegoals are achieved.
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Trust and Leadership
Trusta 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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TrustDesired
Actions
Desired
Attitudes
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How is Trust Developed?
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LeadershipAction:
Integrity,Benevolence,Ability
Trust Action: Risk Taking,Information Sharing,Group Effectiveness,and Productivity
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Mentoring Leading for the Future
Mentor: A senior employee who supports a less
experienced employee.
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Career
FunctionsHelping the protg gain skills and
abilities
Lobbying for the protg to getbetter assignments
Providing exposure to influentialindividuals in the organization
Acting as a sounding board forideas
Psychological
FunctionsCounseling the protg to bolster
his/her confidence
Sharing personal experiences withthe protg
Providing friendship andacceptance
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 toleadership.
Behavioral approaches have narrowed leadership down into two usabledimensions.
Need to take into account the situational variables, especially the impact offollowers.
Research on charismatic and transformational leadership has made majorcontributions 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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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 2011 Pearson Education,Inc. Publishing as Prentice Hall
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