Leadership

1
Leadership
Essentials of Organizational Behavior,
9/e Stephen P. Robbins/Timothy A. Judge

• Chapter 11

2
After studying this chapter, you should be able
to

1. Contrast leadership and management
2. List the traits of effective leaders
3. Define and give examples of the Ohio State
   leadership dimensions
4. Compare and contrast trait and behavioral
   theories
5. Describe Fiedlers contingency model
6. Define the qualities of a charismatic leader
7. Contrast transformational with transactional
   leadership
8. Identify when leadership may not be necessary
9. Explain how to find and create effective leaders

3
Leadership vs. Management

• Leadership
• About coping with change
• Establish direction, align resources and inspire

• Management
• About coping with complexity
• Brings about order and consistency

Leadership is the ability to influence a group
toward the achievement of a vision or a set of
goals.
4
Trait Theories

• Differentiate leaders from non-leaders by
  focusing on personal qualities and
  characteristics
• Extraversion related strongest to leadership
• Conscientiousness and openness to experience also
  strongly related to leadership
• Traits can predict leadership
• Traits are better at predicting leader emergence
  than leader effectiveness

5
Behavioral Theories

• Assumes people can be trained to lead
• Researched the behaviors of specific leaders
• Provides the basis of design for training
  programs

6
Ohio State Studies

• Developed two categories of leadership behavior
• Initiating structure - attempts to organize work,
  work relationships, and goals
• Consideration - concern for followers comfort,
  well-being, status, and satisfaction

7
University of Michigan Studies

• Employee-oriented - emphasize interpersonal
  relations
• Production-oriented - emphasize the technical or
  task aspects of the job
• Employee-oriented behavior leads to higher
  productivity and satisfaction

8
Contingency Theories

• Fiedler Model
• Leader-Member Exchange Theory
• Path-goal Theory

9
Fiedler Leadership Model

• Effective group performance depends on the proper
  match between the leaders style and the degree
  to which the situation gives control to the
  leader
• Least-preferred co-worker (LPC)
  questionnaire used to determine basic leadership
  style (assumes this style is fixed)

10
Fiedler Contingency Dimensions

• Dimensions define the key situational factors
  that determine leadership effectiveness
• Leader-member relations
• Task structure
• Position power

11
Findings from the Fiedler Model
12
Figure 6.5 Fiedlers contingency model Source
Adapted with permission from F. E. Fiedler, A
Theory of Leadership Effectiveness, McGraw-Hill
(1967) p. 146.
13
Leader-Member Exchange (LMX) Theory

• Leaders do differentiate among followers
• Disparities are far from random
• Followers with in-group status have
• higher performance ratings
• lower turnover intentions
• greater satisfaction with their superiors
• higher overall satisfaction than those in the
  out-group

14
Leader-Member Exchange (LMX) Theory
15
Path-Goal Theory

• Leaders job is to provide followers with the
  information, support or other resources necessary
  for them to achieve their goals
• Four leadership behaviors
• Directive leader
• Supportive leader
• Participative leader
• Achievement-oriented leader

16
Path-Goal Theory
17
Charismatic Leadership Theory

• Followers make attributions of heroic or
  extraordinary leadership abilities when they
  observe certain behaviors

18
Key Characteristics of Charismatic Leaders
19
How Charismatic Leaders Influence Followers

• Articulates an appealing vision
• Communicates high performance expectations and
  expresses confidence that followers can attain
  them
• Conveys, through words and actions, a new set of
  values and sets an example for followers to
  imitate
• Engages in emotion-inducing behavior to
  demonstrate courage and convictions about the
  vision

20
The Potential Dark Side of Charismatic Leadership

• Leaders dont necessarily act in the best
  interest of the organization
• Use organizational resources for personal benefit
• Remake companies in their own image
• Allow self-interest and personal goals to
  override organizations goals

21
Transformational Leadership

• Transactional leaders - motivate their followers
  in the direction of established goals by
  clarifying role and task requirements
• Transformational leaders - inspire followers to
  transcend their own self-interests for the good
  of the organization

22
Transactional vs. Transformational Leader
23

• Transactional leaders - motivate their followers
  in the direction of established goals by
  clarifying role and task requirements

• Transformational leaders - inspire followers to
  transcend their own self-interests for the good
  of the organization

24
Full Range of Leadership Model
25
How Transformational Leadership Works

• Followers are encouraged to be more innovative
  and creative
• Followers pursue more ambitious goals and have
  more personal commitment to them
• Vision engenders commitment from followers and
  greater sense of trust

26
Authentic Leadership

• Authentic leaders know who they are, know what
  they believe in and value, and act on those
  values and beliefs openly and candidly
• If were looking for the best possible leader,
  it is not enough to be charismatic or visionary
  one must also be ethical and create trust on
  the part of followers

27
Challenges to the Leadership Construct

• Attribution theory of leadership says that
  leadership is merely an attribution that people
  make about other individuals
• Leaders dont always have an impact on follower
  outcomes due to organizational variables that can
  neutralize the leaders influence or act as
  substitutes for leadership

28
Finding and Creating Effective Leaders

• Selection
• Personality test to look for traits associated
  with leadership
• Match leaders to situations
• Training
• Train those willing to change their behavior
• Can teach implementation skills and
  transformational skills

29
Management Skills
Dun Bradstreet
30
Top Managers
Source T.A.Mahoney, T.H.Jerdee, S.J.Carroll,
The Jobs Of Management
31
Middle Managers
Source T.A.Mahoney, T.H.Jerdee, S.J.Carroll,
The Jobs Of Management
32
First Level Managers
Source T.A.Mahoney, T.H.Jerdee, S.J.Carroll,
The Jobs Of Management
33
Implications for Managers

• Leaders influence group performance
• Leadership success depends somewhat on having
  the right stuff
• Leadership depends on the situation
• Transformational skills becoming more important
• Select and train based on traits and qualities

34
Summary

1. Contrasted leadership and management
2. Listed the traits of effective leaders
3. Defined and gave examples of the Ohio State
   leadership dimensions
4. Compared and contrasted trait and behavioral
   theories
5. Described Fiedlers contingency model
6. Defined the qualities of a charismatic leader
7. Contrasted transformational with transactional
   leadership
8. Identified when leadership may not be necessary
9. Explained how to find and create effective
   leaders