CHAPTER 13- CONTEMPORARY VIEWS OF  based on the premise that

LEADERSHIP IN ORGANIZATIONS appropriate leader behavior

depends on the “readiness” of the
Reporters: Tan, Kimberly O.
leader’s follower. In this instance,
Rosendo, Al Henry readiness refers to the subordinate’s
degree of motivation, competence,
CONTEMPORARY SITUATIONAL THEORIES
experience, and interest in accepting
Leader-member exchange model (LMX) responsibility.

 conceived by George Graen and  Four main leadership styles in

Fred Dansereau Hersey and Blanchard Model:
 stresses the importance variable
 Telling style- it is done by providing
relationships between supervisors
direction and defining roles.
and each of their subordinates.
 it focuses on the differential  Selling style- it is done by offering
relationship leaders often establish direction and role definition
with different subordinates. accompanied by explanation and
information.
In-group
 Participating style- it is done by
 often receives special duties
allowing the followers to share in
requiring more responsibility and
decision making.
autonomy; they may also receive
special privileges, such as more  Delegating Style- it is done by
discretion about work schedules. allowing followers to work
independently with little or no
Out-group
overseeing.
 receive less of the supervisor’s time  Four levels of follower maturity in
and attention and are likely to be Hersey and Blanchard Model:
assigned the more mundane tasks
the group must perform and not be Level M1: Followers have low
“in the loop” when information is competence and low commitment.
being shared. Level M2: Followers have low
competence, but high commitment.
Vertical Dyad Level M3: Followers have high
competence, but low commitment
 refers to each superior-subordinate
and confidence.
pair. Level M4: Followers have high
Hersey and Blanchard model competence and high commitment
and confidence.
 also known as Situational Leadership Refinements and Revisions of Other
 it was developed by Paul Hersey and Theories
Ken Blanchard.
Three dominant situational theories: Three elements of charismatic
leader in organization:
1. LPC theory of leadership
 Envisioning- articulating a
– Concept of stress has been added to compelling vision, setting
LPC theory as a major element in high expectations, and
situational favorableness. modeling consistent
behavior.
2. Path-goal theory of leadership
 Energizing- demonstrating
– It already has four forms of leader personal excitement,
behavior. expressing personal
confidence, and seeking,
3. Vroom’s decision tree approach to
finding, and using success.
leadership
 Enabling- expressing
– It is currently in its third published personal support,
version. empathizing, and expressing
confidence in people.
LEADERSHIP THROUGH THE EYES OF
FOLLOWERS Attribution and leadership

Transformational leadership Attribution perspective

 refers to the set of abilities that  holds that when behaviors are
allows the leader to recognize the observed in a context associated
need for change, to create a vision with leadership, others may
to guide that change, and to execute attribute varying levels of leadership
the change effectively. ability or power to the person
displaying those behaviors.
Charismatic leadership

 it was first proposed by Robert

House Alternatives to Leadership
 is a type of influence based on the
Leadership substitute-This are individual,
leader’s personal charisma.
task, and organizational characteristics that
Charisma tend to outweigh the leader’s ability to
affect subordinates’ satisfaction and
 is a form of interpersonal attraction performance.
that inspires support and
acceptance.  Intrinsic satisfaction
 Explicit goals and objectives
Charismatic leader

 can be a powerful force in any

organizational setting.
Leadership Neutralizers International Leadership and Project GLOBE-
Cross-cultural issues are also obvious in
– Leadership neutralizers are those international contexts.
behavior that make leader
ineffective or neutralize  Charismatic/value-based leadership
 Team-oriented leadership
– Is a factor that prevents a manager  Participative leadership
from taking actions to improve work  Humane-oriented leadership
performance, or makes the actions  Autonomous leadership
that the manager does perform  Self-protective leadership
irrelevant. EMERGING ISSUES IN LEADERSHIP
 Individual professionalism Strategic Leadership- It is the capability to
 Group norms & cohesiveness understand the complexities of both the
organization and its environment and to lead
change in the organization.
The Changing Nature of Leader Ethical Leadership-High standards of ethical
Leaders as Coaches-They select team conduct are being held up as a prerequisite for
members and other new employees, to provide effective leadership.
some general direction, to help train and Virtual Leadership-In today’s world, both
develop the team and the skills of its members, leaders and their employees may work in
and to help the team get the information and locations that are far from one another.
other resources it needs.

Gender and Leadership- The one difference

that does seem to arise in some cases is that
women have a tendency to be slightly more
democratic in making decisions, whereas men
have a similar tendency to be somewhat more
autocratic.

Cross-Cultural Leadership- Cross-cultural

factors clearly play a growing role in
organizations as their workforces become more
and more diverse.

 Intra-country cultural
 Religion