Chapter

Chapter 12
12
Leadership
Leadership

11–1
What
What Is
Is Leadership?
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.

11–2
Trait
Trait Theories
Theories

Traits Theories of Leadership

LeadershipTraits
Traits::
Leadership
•• Ambition
Ambitionand
andenergy
energy
Theories that consider
•• The
Thedesire
desireto
tolead
lead
personality, social,
physical, or intellectual •• Honest
Honestand
andintegrity
integrity
traits to differentiate •• Self-confidence
leaders from nonleaders. Self-confidence
•• Intelligence
Intelligence
•• High
Highself-monitoring
self-monitoring
•• Job-relevant
Job-relevant
knowledge
knowledge
11–3
Trait
Trait Theories
Theories

Limitations
Limitations::
•• No
Nouniversal
universaltraits
traitsfound
foundthat
thatpredict
predict
leadership
leadershipin inall
allsituations.
situations.
•• Traits
Traitspredict
predictbehavior
behaviorbetter
betterin
in“weak”
“weak”
than
than“strong”
“strong”situations.
situations.
•• Unclear
Unclearevidence
evidenceof ofthe
thecause
causeand
andeffect
effect
of
ofrelationship
relationshipof ofleadership
leadershipandandtraits.
traits.
•• Better
Betterpredictor
predictorof
ofthe
theappearance
appearanceofof
leadership
leadershipthan
thandistinguishing
distinguishingeffective
effective
and
andineffective
ineffectiveleaders.
leaders.
11–4
Behavioral
Behavioral Theories
Theories

Behavioral Theories of Leadership

Theories proposing that specific behaviors
differentiate leaders from nonleaders.

•• Trait
Traittheory:
theory:
Leaders
Leadersare
areborn,
born,not
notmade.
made.
•• Behavioral
Behavioraltheory:
theory:
Leadership
Leadershiptraits
traitscan
canbe
betaught.
taught.

11–5
Ohio
Ohio State
State Studies
Studies

Initiating Structure
The extent to which a leader is likely to define and
structure his or her role and those of sub-ordinates
in the search for goal attainment.

Consideration
The extent to which a leader is likely to have job
relationships characterized by mutual trust, respect
for subordinate’s ideas, and regard for their feelings.

11–6
University
University of
of Michigan
Michigan Studies
Studies
Employee-Oriented Leader
Emphasizing interpersonal relations; taking a
personal interest in the needs of employees and
accepting individual differences among members.

Production-Oriented Leader
One who emphasizes technical or task aspects of
the job.

11–7
Scandinavian
Scandinavian Studies
Studies

Development-Oriented Leader
One who values experimentation,
seeking new ideas, and generating
and implementing change.

Researchers in Finland and Sweden question whether there

are only two dimensions (production-orientation and employee-
orientation) that capture the essence of leadership behavior.
Their premise is that in a changing world, effective leaders
would exhibit development-oriented behavior.

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Contingency
Contingency Theories
Theories

Fiedler’s Contingency Model

The theory that effective groups depend on a proper
match between a leader’s style of interacting with
subordinates and the degree to which the situation
gives control and influence to the leader.

Least Preferred Co-Worker (LPC) Questionnaire

An instrument that purports to measure whether a
person is task- or relationship-oriented.

11–9
Fiedler’s
Fiedler’s Model:
Model: Defining
Defining the
the Situation
Situation

Leader-Member Relations
The degree of confidence, trust, and respect
subordinates have in their leader.

Task Structure
The degree to which the job assignments are
procedurized.

Position Power
Influence derived from one’s formal structural
position in the organization; includes power to hire,
fire, discipline, promote, and give salary increases.
11–10
Cognitive
Cognitive Resource
Resource Theory
Theory
Cognitive Resource Theory
A theory of leadership that states that stress can
unfavorably affect a situation and that intelligence
and experience can lessen the influence of stress on
the leader.

Research
ResearchSupport
Support: :
• • Less
Lessintelligent
intelligentindividuals
individualsperform
performbetter
betterininleadership
leadership
roles
rolesunder
underhigh
highstress
stressthan
thando
domore
moreintelligent
intelligent
individuals.
individuals.
• • Less
Lessexperienced
experiencedpeople
peopleperform
performbetter
betterininleadership
leadership
roles
rolesunder
underlow
lowstress
stressthan
thando
domore
moreexperienced
experiencedpeople.
people.
11–11
Hersey
Hersey and
and Blanchard’s
Blanchard’s Situational
Situational Leadership
Leadership
Theory
Theory
Situational Leadership Theory (SLT)
A contingency theory that focuses on followers’
readiness.
Unable and Unable but Able and Able and
Unwilling Willing Unwilling Willing

Follower readiness:
ability and willingness

Leader: decreasing need

for support and supervision

Directive High Task and Relationship Supportive Monitoring

Orientations Participative

11–12
Leadership
Leadership Styles
Styles and
and Follower
Follower Readiness
Readiness
(Hersey
(Hersey and
and Blanchard)
Blanchard)
Follower Unwilling Willing
Readiness

Able Supportive
Monitoring
Participative

Leadership
Styles
High Task
Unable Directive and
Relationship
Orientations

11–13
Leader–Member
Leader–Member Exchange
Exchange Theory
Theory
Leader-Member Exchange (LMX) Theory
Leaders create in-groups and out-groups, and
subordinates with in-group status will have higher
performance ratings, less turnover, and greater job
satisfaction.

11–14
Path-Goal
Path-Goal Theory
Theory

Path-Goal Theory
The theory that it is the leader’s job to assist
followers in attaining their goals and to provide
them the necessary direction and/or support to
ensure that their goals are compatible with the
overall objectives of the group or organization.

11–15
Leader-Participation
Leader-Participation Model
Model

Leader-Participation Model (Vroom and Yetton)

A leadership theory that provides a set of rules to
determine the form and amount of participative
decision making in different situations.

11–16