Leadership inOrganizations

Chapter 13

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Learning Objectives

1. Describe the trait approach to leadership and identify the characteristics that distinguish successful leaders from ordinary people.

2. Distinguish between the two basic forms of leader behavior: person-oriented behavior and production-oriented behavior, explaining how grid training helps develop them.

3. Explain what the leader-member exchange (LMX) model and the attributional approach to leadership say about the relationships between leaders and followers.

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Learning Objectives

4. Describe the nature of charismatic leadership and how it compares to transformational leadership.

5. Summarize what LPC contingency theory and situational leadership theory say about the connection between leadership style and situational variables.

6. Describe various techniques used to develop leadership in organizations.

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Leadership

The process whereby one individual

influences other group members

toward the attainment of defined

group or organizational goals

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Leadership Process

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Leaders vs. Managers

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Great Person Theory

Possess special traits

Traits responsible for assuming power and authority positions

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Successful Leader Characteristics

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Leadership BehaviorsAutocratic-Delegation Continuum

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Subordinate Participation Model

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Leadership Behavior Dimensions

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The Managerial Grid

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Leader-Member Exchange Model

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Leading Groups vs. Teams

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Attributional Approach

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Charismatic Leader Qualities

Self-confidence

A vision

Extraordinary behavior

Recognized as change agent

Environmental sensitivity

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Charismatic Leader Reactions

Above-normal performance levels

High devotion, loyalty, and reverence

levels toward leader

Enthusiasm for and excitement about

leader and ideas

Generally, reactions tend to be highly

polarized—either love or hate them

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Transformational Leader Qualities

Intellectual stimulation

Individual consideration

Inspirational motivation

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Becoming a Transformational Leader

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LPC Contingency Theory

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Situational Leadership Theory

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Path Goal Theory

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Normative Decision Theory

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Normative Decision TheoryDecision Rules

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Normative Decision Theory

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Substitutes for Leadership Individual characteristics

Knowledge Commitment Experience

Job characteristics• Highly routine• Highly interesting

Organization characteristics• Work norms• Cohesion• Technology

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Leadership Development

Networking

Mentoring

Job assignments

Action learning

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Executive Coaching

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