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Leadership

Chapter 11

Essentials of Organizational Behavior, 9/e

Stephen P. Robbins/Timothy A. Judge

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After studying this chapter, you should be able to:

1. Contrast leadership and management2. List the traits of effective leaders3. Define and give examples of the Ohio State leadership

dimensions4. Compare and contrast trait and behavioral theories5. Describe Fiedler’s contingency model6. Define the qualities of a charismatic leader7. Contrast transformational with transactional leadership8. Identify when leadership may not be necessary9. Explain how to find and create effective leaders

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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.

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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

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Behavioral Theories

• Assumes people can be trained to lead

• Researched the behaviors of specific leaders

• Provides the basis of design for training programs

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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

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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

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Contingency Theories

• Fiedler Model

• Leader-Member Exchange Theory

• Path-goal Theory

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Fiedler Leadership Model

• Effective group performance depends on the proper match between the leader’s 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)

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Fiedler Contingency Dimensions

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

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Findings from the Fiedler Model

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Figure 6.5 Fiedler’s contingency modelSource: Adapted with permission from F. E. Fiedler, A Theory of Leadership Effectiveness, McGraw-Hill (1967) p. 146.

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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

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Leader-Member Exchange (LMX) Theory

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Path-Goal Theory

• Leader’s 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

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Path-Goal Theory

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Charismatic Leadership Theory

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

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Key Characteristics of Charismatic Leaders

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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

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The Potential Dark Side of Charismatic Leadership

• Leaders don’t 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 organization’s goals

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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

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Transactional vs. Transformational Leader

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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

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Full Range of Leadership Model

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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

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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 we’re 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

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Challenges to the Leadership Construct

• Attribution theory of leadership says that leadership is merely an attribution that people make about other individuals

• Leaders don’t always have an impact on follower outcomes due to organizational variables that can neutralize the leader’s influence or act as substitutes for leadership

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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

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Management Skills

Dun & Bradstreet

Technical SkillsHuman SkillsConceptual Skills

Management Level

Top Managers

Middle Managers

First-Line Managers

Non-managers (Personnel)

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Top Managers

Time Spent On Management Functions

28%

36%

22%

14%

PlanningOrganizingLeadingControlling

Time Spent On Management Functions

28%

36%

22%

14%

PlanningOrganizingLeadingControlling

Source: T.A.Mahoney, T.H.Jerdee, & S.J.Carroll, “The Jobs Of Management”

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Middle Managers

Time Spent On Management Functions

18%

33%36%

13%

PlanningOrganizingLeadingControlling

Time Spent On Management Functions

18%

33%36%

13%

PlanningOrganizingLeadingControlling

Source: T.A.Mahoney, T.H.Jerdee, & S.J.Carroll, “The Jobs Of Management”

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First Level Managers

Time Spent On Management Functions

15%

24%

51%

10%

PlanningOrganizingLeadingControlling

Time Spent On Management Functions

15%

24%

51%

10%

PlanningOrganizingLeadingControlling

Source: T.A.Mahoney, T.H.Jerdee, & S.J.Carroll, “The Jobs Of Management”

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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

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Summary

1. Contrasted leadership and management2. Listed the traits of effective leaders3. Defined and gave examples of the Ohio State

leadership dimensions4. Compared and contrasted trait and behavioral theories5. Described Fiedler’s contingency model6. Defined the qualities of a charismatic leader7. Contrasted transformational with transactional

leadership8. Identified when leadership may not be necessary9. Explained how to find and create effective leaders