Organisational Behaviour

Leadership

Symbiosis International (Deemed

University)
 The Place of Leadership

• Can Anyone Be a Leader?

– Some people don’t have what it
takes to be a leader
– Some people are more motivated to
lead than others
• Is Leadership Always Necessary?
– Some people don’t need leaders
– Leaders need to be aware of followers’ needs

Chapter 12, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc. 2
 Early Leadership Theories
• Trait Theories (1920s–30s)
– Research that focused on identifying personal characteristics
that differentiated leaders from nonleaders was unsuccessful
– Later research on the leadership process identified seven traits
associated with successful leadership:
1. Drive
2. desire to lead
3. honesty and integrity
4. self-confidence
5. Intelligence
6. job-relevant knowledge
7. extraversion

Chapter 12, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc. 3
 Behavioural Theories

• University of Iowa Studies (Kurt Lewin)

– Identified three leadership styles:
• Autocratic style: centralized authority, low participation
• Democratic style: involvement, high participation,
feedback
• Laissez-faire style: hands-off management
– Research findings: mixed results
• No specific style was consistently better for producing
better performance
• Employees were more satisfied under a democratic leader
than an autocratic leader
Chapter 12, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc. 4
 Behavioural Theories (cont’d)

• Ohio State Studies

– Identified two dimensions of leader behaviour
• Initiating structure: the role of the leader in defining
his or her role and the roles of group members
• Consideration: the leader’s mutual trust and respect for
group members’ ideas and feelings
• University of Michigan Studies
– Identified two dimensions of leader behaviour
• Employee oriented: emphasizing personal relationships
• Production oriented: emphasizing task accomplishment
Chapter 12, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc. 5
 Behavioural Theories (cont’d)

• Managerial Grid
– Appraises leadership styles using two
dimensions:
• Concern for people
• Concern for production

Chapter 12, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc. 6
Exhibit 12.4
The
Managerial
Grid
Concern for
People
vs.
Concern for
Production
Source: Reprinted by permission of
Harvard Business Review. An exhibit
from “Breakthrough in Organization
Development” by Robert R. Blake,
Jane S. Mouton, Louis B. Barnes, and
Larry E. Greiner, November–
December 1964, p. 136. Copyright ©
1964 by the President and Fellows of
Harvard College. All rights reserved.

Chapter 12, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc. 7
 Contingency Theories of
Leadership
• The Fiedler Model
– Effective group performance depends upon the match
between the leader’s style of interacting with
followers and the degree to which the situation allows
the leader to control and influence
– Assumptions:
• Different situations require different leadership styles
• Leaders do not readily change leadership styles
– Matching the leader to the situation or changing the situation to
make it favourable to the leader is required

Chapter 12, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc. 8
Chapter 12, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc. 9
 Contingency Theories… (cont’d)

• Hersey and Blanchard’s Situational Leadership

Theory (SLT)
– Successful leadership is achieved by selecting a
leadership style that matches the level of the
followers’ readiness
• Acceptance: do followers accept or reject a leader?
• Readiness: do followers have the ability and
willingness to accomplish a specific task?
– Leaders must give up control as followers
become more competent
Chapter 12, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc. 10
Chapter 12, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc. 11
Leadership Styles: Vroom Leader
Participation Model
• Decide
• Consult Individually
• Consult Group
• Facilitate
• Delegate

Chapter 12, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc. 12
Chapter 12, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc. 13
 Cutting-Edge Approaches to Leadership
Transactional, Transformational, Charismatic, and Visionary

• Transactional Leadership
– Leaders who guide or motivate their followers in
the direction of established goals by clarifying
role and task requirements
• Transformational Leadership
– Leaders who inspire followers to go beyond their
own self-interests for the good of the
organization
– Leaders who have a profound and extraordinary
effect on their followers
Chapter 12, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc. 14
 Cutting-Edge Approaches to Leadership
Transactional, Transformational, Charismatic, and Visionary

• Charismatic Leadership
– An enthusiastic, self-confident leader whose
personality and actions influence people to
behave in certain ways
– Characteristics of charismatic leaders:
• Have a vision
• Are able to articulate the vision
• Are willing to take risks to achieve the vision
• Are sensitive to the environment and to follower needs
• Exhibit behaviours that are out of the ordinary
Chapter 12, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc. 15
 Cutting-Edge Approaches to Leadership
Transactional, Transformational, Charismatic, and Visionary

• Charismatic Leadership (cont’d)

– Effects of Charismatic Leadership
• Increased motivation, greater satisfaction
• More profitable companies
• Charismatic leadership may have a downside:
– After recent ethics scandals, some agreement that CEOs
with less vision, and more ethical and corporate
responsibility, might be more desirable

Chapter 12, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc. 16
 Cutting-Edge Approaches to Leadership
Transactional, Transformational, Charismatic, and Visionary

• Visionary Leadership
– A leader who creates and articulates a realistic,
credible, and attractive vision of the future that
improves upon the present situation
– Visionary leaders have the ability to:
• Explain the vision to others
• Express the vision not just verbally but through
behaviour
• Extend or apply the vision to different leadership
contexts
Chapter 12, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc. 17
 Exhibit 12.10 Specific Roles of
Team Leadership

Liaison with
Coach External
Constituencies

Conflict Team Leader Troubleshooter

Manager Roles

Chapter 12, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc. 18
 Current Leadership Issues
• Managing Power
– Legitimate power – Expert power
• The power a leader has • The influence a leader
as a result of his or her can exert as a result of
position his or her expertise,
– Coercive power skills, or knowledge
• The power a leader has – Referent power
to punish or control
• The power of a leader
– Reward power that arises because of a
• The power to give person’s desirable
positive benefits or resources or admired
rewards personal traits

Chapter 12, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc. 19
 Developing Trust
• Credibility (of a Leader)
– The assessment, by a leader’s followers, of the
leader’s honesty, competence, and ability to inspire
• Trust
– The belief of followers and others in the integrity,
character, and ability of a leader
• Dimensions of trust: integrity, competence, consistency,
loyalty, and openness
– Trust is related to increases in job performance,
organizational citizenship behaviours, job
satisfaction, and organization commitment
Chapter 12, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc. 20
 Empowering Employees

• Empowerment
– Involves increasing the decision-making
discretion of workers
– Why empower employees?
• Quicker responses to problems and faster decisions
• Relieves managers to work on other problems

Chapter 12, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc. 21
 Empowerment: Cautions

• The following conditions should be met for

empowerment to be introduced:
– Clear definition of company’s values and mission
– Employees have relevant skills
– Employees need to be supported, not criticized,
when performing
– Employees need to be recognized for their efforts

Chapter 12, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc. 22
 Exhibit 12.11 Selected
Cross-Cultural Leadership Findings
• Korean leaders are expected to be paternalistic toward employees.
• Arab leaders who show kindness or generosity without being asked
to do so are seen by other Arabs as weak.
• Japanese leaders are expected to be humble and speak frequently.
• Scandinavian and Dutch leaders who single out individuals with
public praise are likely to embarrass, not energize, those
individuals.
• Malaysian leaders are expected to show compassion while using
more of an autocratic than a participative style.
• Effective German leaders are characterized by high performance
orientation, low compassion, low self-protection, low team
orientation, high autonomy, and high participation

Chapter 12, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc. 23
 Gender Differences and
Leadership
• Research Findings
– Males and females use different
styles:
• Women tend to adopt a more democratic
or participative style unless in a male-
dominated job
• Women tend to use transformational
leadership
• Men tend to use transactional leadership

Chapter 12, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc. 24
 Exhibit 12.12 Where Female
Managers Do Better: A Scorecard
ofNone
the five studies set out to find gender differences. They stumbled on them while
compiling and analyzing performance evaluations.

Skill
(Each check mark denotes which group MEN WOMEN
scored higher on the respective studies)
Motivating Others
Fostering Communication *
Producing High-Quality Work
Strategic Planning *
Listening to Others
Analyzing Issues *
* In one study, women’s and men’s scores in these categories were
statistically even.
Data: Hagberg Consulting Group, Management Research Group, Lawrence A. Pfaff, Personnel
Decisions International Inc., Advanced Teamware Inc.

Source: R. Sharpe, “As Leaders, Women Rule,” BusinessWeek, November 20. 2000, p. 75.

Chapter 12, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc. 25
TRANSACTIONAL &
TRANSFORMATIONAL
LEADERSHIP
Transactional Leaders
 Leaders who guide or 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; they can have a profound and extraordinary
effect on followers

Not opposing, but complementary, approaches to

leadership
 Great transformational leaders must also be transactional; only one
type is not enough for success

© 2009 PRENTICE-HALL INC. ALL RIGHTS RESERVED. 13-26

Characteristics of the Two Types of
Leaders

Transactional Transformational
• Idealized Influence:
• Contingent Reward:
• Provides vision and sense of mission,
• Contracts exchange of rewards for instills pride, gains respect and trust
effort, promises rewards for good
performance, recognizes • Inspiration:
accomplishments • Communicates high expectations,
• Management by Exception: uses symbols to focus efforts,
expresses important issues simply
• Active: Watches and searches for
deviations from rules and • Intellectual Stimulation:
standards, takes corrective action • Promotes intelligence, rationality,
• Passive: Intervenes only if and problem solving
standards are not met
• Individualized Consideration:
• Laissez-Faire: • Gives personal attention, coaches,
• Abdicates responsibilities, avoids advises
making decisions

EE XX H
H II BB II TT 13-2
13-2
© 2009 Prentice-Hall Inc. All rights reserved. 13-27
Full Range of Leadership Model
• Leadership styles
listed from passive to
very active
• Note the ineffective
styles are mostly
transactional
• It is all about
influencing followers

EE XX H
H II BB II TT 13-3
13-3
© 2009 Prentice-Hall Inc. All rights reserved. 13-28
Issues with Transformational
Leadership
• Basis for Action:
• Transformational leadership works by encouraging followers to be more
innovative and creative and by providing ambitious goals
• Evaluation Based on the Research:
• This theory does show high correlations with desired outcomes
• This style of leadership can be taught
• Transformational vs. Charismatic Leadership:
• Similar concepts, but transformational leadership may be considered a
broader concept than charisma.
• Instrument-based testing shows the measures to be roughly equivalent

© 2009 Prentice-Hall Inc. All rights reserved. 13-29

Authentic Leadership: Ethics and
Trust
• Authentic Leaders:
• Ethical people who know who they are, know what they believe in and value,
and act on those values and beliefs openly and candidly
• Primary quality is trust
• Build trust by:
• Sharing information
• Encouraging open communication
• Sticking to their ideals
• Still a new topic; needs more research

© 2009 Prentice-Hall Inc. All rights reserved. 13-30

Ethics, Trust, and Leadership

• Ethics touch on many leadership styles

• As the moral leaders of organizations, CEOs must demonstrate high ethical
standards
• Socialized charismatic leadership: leaders who model ethical behaviors
• Trust:
• The positive expectation that another person will not act opportunistically
• Composed of a blend of familiarity and willingness to take a risk
• Five key dimensions: integrity, competence, consistency, loyalty, and
openness

EE XX H
H II BB II TT 13-4
13-4
© 2009 Prentice-Hall Inc. All rights reserved. 13-31
• Integrity
Five Key Dimensions of Trust
– Honesty and truthfulness
• Competence
– An individual’s technical and interpersonal
knowledge and skills
• Consistency
– An individual’s reliability, predictability,
and good judgment in handling situations
• Loyalty
– The willingness to protect and save face for
another person
• Openness
– Reliance on the person to give you the full
truth

© 2009 Prentice-Hall Inc. All rights reserved. 13-32

 Three Types of Trust
• Deterrence-based Trust
– Trust based on fear of reprisal if the
trust is violated
• Knowledge-based Trust
– Trust based on behavioral
predictability that comes from a
history of interaction
• Identification-based Trust
– Trust based on a mutual
understanding of one another’s
intentions and appreciation of the
other’s wants and desires
© 2009 Prentice-Hall Inc. All rights reserved. 13-33
 Basic Principles of Trust
• Mistrust drives out
trust
• Trust begets trust
• Trust can be regained
• Mistrusting groups
self-destruct
• Mistrust generally
reduces productivity

© 2009 Prentice-Hall Inc. All rights reserved. 13-34

 Contemporary Leadership Roles:
Mentoring
• Mentor:
– A senior employee who sponsors and supports a less-
experienced employee (a protégé)
– Good teachers present ideas clearly, listen, and empathize
– Two functions:
• Career
– Coaching, assisting, sponsoring
• Psychosocial
– Counseling, sharing, acting as a role model
– Can be formal or informal
– Mentors tend to select protégés who are similar to them in
background: may restrict minorities and women
© 2009 Prentice-Hall Inc. All rights reserved. 13-35
Contemporary Leadership Roles:
Self-Leadership
• Self-Leadership
• A set of processes through which individuals
control their own behavior
• Effective leaders (super leaders) help
followers to lead themselves
• Important in self-managed teams
• To engage in self-leadership:
1.Make a mental chart of your peers and
colleagues
2.Focus on influence and not on control
3.Create opportunities; do not wait for them

© 2009 Prentice-Hall Inc. All rights reserved. 13-36