Robbins & Judge

Organizational Behavior
Chapter
12
14th Edition
Global Edition

Leadership
Leadership

Kelli J. Schutte
William Jewell College

Copyright © 2011 Pearson Education

12-1
Chapter
Chapter Learning
Learning Objectives
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.

Copyright © 2011 Pearson Education 12-2

What
What IsIs 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
 Both are necessary for
organizational success

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Trait
Trait Theories
Theories of
of Leadership
Leadership
 Theories that consider personality, social, physical, or
intellectual 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
Behavioral Theories
Theories of
of Leadership
Leadership
 Theories proposing that specific behaviors differentiate
leaders 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
Important Behavioral
Behavioral Studies
Studies

• Initiating
structure
Ohio • Consideration

• Employee-
Michiga oriented
n • Production-
oriented
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Contingency
Contingency Theories
Theories
 While trait and behavior theories do help us
understand 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:

– Fiedler’s Model
– Hersey and Blanchard’s Situational Leadership Theory
– Path-Goal Theory

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Fiedler
Fiedler Model
Model
 Effective group performance depends on the proper
match 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: leader’s ability to hire, fire, and reward
 For effective leadership: must change to a leader who fits
the situation or change the situational variables to fit the
current leader
Copyright © 2011 Pearson Education
12-8
 Graphic
Graphic Representation
Representation of
of Fiedler’s
Fiedler’s Model
Model

Used to
determine
which type
of leader
to use in a
given
situation

E X H I B I T 12-2
E X H I B I T 12-2

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Fiedler’s
Fiedler’s Cognitive
Cognitive Resource
Resource Theory
Theory
 A refinement of Fiedler’s original model:
– Focuses on stress as the enemy of rationality and creator of
unfavorable conditions
– A leader’s intelligence and experience influence his or her
reaction to that stress

Intellectual Leader’s
Stress Level
Abilities Experience
• Low • Effective • Ineffective
• High • Ineffective • Effective

 Research
Copyright isEducation
© 2011 Pearson supporting the theory. 12-10
Assessment
Assessment of
of Fiedler’s
Fiedler’s Model
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 to
determine

Copyright © 2011 Pearson Education 12-11

 Situational
Situational Leadership
Leadership Theory
Theory
 A model that focuses on follower “readiness”
– Followers can accept or reject the leader
– Effectiveness depends on the followers’ response to the
leader’s actions
– “Readiness” is the extent to which people have the ability
and willingness to accomplish a specific task
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 Doesn’t need to do much

Copyright © 2011 Pearson Education 12-12

House’s
House’s Path-Goal
Path-Goal Theory
Theory
 Builds from the Ohio State studies and the expectancy
theory of motivation
 The Theory:
– Leaders provide followers with information, support, and
resources to help them achieve their goals
– Leaders help clarify the “path” to the worker’s 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

Copyright © 2011 Pearson Education 12-13

Vroom
Vroomand
andYetton’s
Yetton’sLeader-Participation
Leader-ParticipationModel
Model
 How a leader makes decisions is as important as what is
decided
 Premise: Situational variables interact with leadership
attributes to impact the behavior of the leader.
– Leader behaviors must adjust to the way tasks are structured
in 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

E X H I B I T 12-5
E X H I B I T 12-5

Copyright © 2011 Pearson Education 12-14

Leader-Member
Leader-Member Exchange
Exchange (LMX)
(LMX) Theory
Theory
In Groups Out Groups
• Members are • Managed by formal
similar to leader rules and policies
• In the leader’s • Receive less of the
inner circle of leader’s
communication attention / fewer
exchanges
• Receives more
• More likely to
time and
retaliate against the
attention from
organization
leader
• Gives greater
responsibility
and rewards
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 Charismatic
Charismatic Leadership
Leadership
 Charisma means gift in Greek

Vision
Unconventional
Sensitivity
Personal
to Followers
Risk
Behavior

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 Charismatic
Charismatic Leadership
Leadership
How do charismatic leaders influence followers?

Create a
Articulate a Create a new Demonstrat
Vision
Vision set of Values e the Vision
Statement

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Transformational
Transformational Leaders
Leaders
 Inspire followers to transcend their self-interests for the
good of the organization
• Contingent Reward
• Management by Exception
(active)
Transactional • Management by Exception
(passive)
• Laissez-Faire

• Idealized Influence
Transformation • Inspirational Motivation
• Intellectual Stimulation
al • Individualized Consideration

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Leadership
Leadership Model
Model

Transaction Transformational
Approaches Approaches
• Laissez-Faire • Individualized
• Management by Consideration
Exception • Intellectual
• Contingent Stimulation
Reward • Inspirational
Motivation
• Idealized
Influence

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12-19
 Authentic Leaders
• Authentic leaders know who they
are, 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
must assess not just the goals
themselves but also the means by
which those goals are achieved.
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Trust
Trust and
and Leadership
Leadership
 Trust – a 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 leader’s behaviors/requests

Trus Desired
Desired
Attitude
Actions
t s

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How
How isis Trust
Trust Developed?
Developed?

Trust Action: Risk Taking,

Information Sharing,
Group Effectiveness,
and Productivity
Leadership
Action:
Integrity,
Benevolence,
Ability

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12-22
Mentoring
Mentoring –– Leading
Leading for
for the
the Future
Future
 Mentor: A senior employee who supports a less
experienced employee.

Career Psychological
Functions Functions
Helping the protégé gain skills Counseling the protégé to
and abilities bolster his/her confidence

Lobbying for the protégé to get Sharing personal experiences

better assignments with the protégé

Providing exposure to
Providing friendship and
influential individuals in the
acceptance
organization

Acting as a sounding board for

Acting as a role model
ideas

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Finding
Finding and
and Creating
Creating Effective
Effective Leaders
Leaders

Selecting
Leaders

Training
Leaders

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 Global
Global Implications
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
Summary and
and Managerial
Managerial Implications
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.

• Research on charismatic and transformational leadership has made major

contributions 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.

Copyright © 2011 Pearson Education 12-26