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Organizational Organizational Behavior, 9/E Behavior, 9/E Schermerhorn, Hunt, Schermerhorn, Hunt, and Osborn and Osborn Prepared by Michael K. McCuddy Valparaiso University John Wiley & Sons, Inc.
Transcript
Page 1: ch11

Organizational Organizational Behavior, 9/EBehavior, 9/E

Schermerhorn, Hunt, and Schermerhorn, Hunt, and OsbornOsborn

Prepared by

Michael K. McCuddy

Valparaiso University

John Wiley & Sons, Inc.

Page 2: ch11

Organizational Behavior: Chapter 11 2

Chapter 11 Study Questions

What is leadership and how does it differ from management?

What are situational contingency approaches to leadership ?

What are attributional approaches to leadership?

What are some emerging leadership perspectives and why are they especially important in today’s organizations?

Page 3: ch11

Organizational Behavior: Chapter 11 3

Study Question 1: What is leadership and how does it differ from management?

Management promotes stability or enables the

organization to run smoothly.

Leadership promotes adaptive or useful changes.

Persons in managerial positions may be involved

with both management and leadership.

Both management and leadership are needed for

organizational success.

Page 4: ch11

Organizational Behavior: Chapter 11 4

Study Question 1: What is leadership and how does it differ from management?

Leadership is a special case of interpersonal influence that gets an individual or group to do what the leader or manager wants done.

Forms of leadership.– Formal leadership.

– Informal leadership.

Page 5: ch11

Organizational Behavior: Chapter 11 5

Study Question 1: What is leadership and how does it differ from management?

Approaches to leadership.

– Trait and behavioral perspectives.

– Situational contingency perspectives.

– Attributional perspectives.

– New leadership perspectives.

Page 6: ch11

Organizational Behavior: Chapter 11 6

Study Question 1: What is leadership and how does it differ from management?

Trait theories.– Assume that traits play a key role in:

• Differentiating between leaders and nonleaders.• Predicting leader or organizational outcomes.

– Great person-trait approach.• Earliest approach in studying leadership.• Tried to determine the traits that characterized

great leaders.

Page 7: ch11

Organizational Behavior: Chapter 11 7

Study Question 1: What is leadership and how does it differ from management?

Pick up Figure 11.1 from the textbook.

Page 8: ch11

Organizational Behavior: Chapter 11 8

Study Question 1: What is leadership and how does it differ from management?

Behavioral theories.– Assume that leader behaviors are crucial for

explaining performance and other organizational outcomes.

– Focus on leader behaviors rather than traits. – Major behavioral theories.

• Michigan leadership studies.• Ohio State leadership studies.• Leadership Grid.• Leader-Member Exchange (LMX) theory.

Page 9: ch11

Organizational Behavior: Chapter 11 9

Study Question 1: What is leadership and how does it differ from management?

Michigan leadership studies.– Employee-centered supervisors.

• Place strong emphasis on subordinate’s welfare.

– Production-centered supervisors.• Place strong emphasis on getting the work done.

– Employee-centered supervisors have more productive work groups than production-centered supervisors.

Page 10: ch11

Organizational Behavior: Chapter 11 10

Study Question 1: What is leadership and how does it differ from management?

Ohio State leadership studies.– Consideration.

• Concerned with people’s feelings and making things pleasant for the followers.

– Initiating structure.• Concerned with defining task requirements and

other aspects of the work agenda.

– Effective leaders should be high on both consideration and initiating structure.

Page 11: ch11

Organizational Behavior: Chapter 11 11

Study Question 1: What is leadership and how does it differ from management?

Leadership Grid.– Developed by Robert Blake and Jane Mouton.– Built on dual emphasis of consideration and

initiating structure.– A 9 x 9 Grid (matrix) reflecting levels of

concern for people and concern for task.• 1 reflects minimum concern.• 9 reflects maximum concern.

Page 12: ch11

Organizational Behavior: Chapter 11 12

Study Question 1: What is leadership and how does it differ from management?

Leadership Grid (cont.).– Five key Grid combinations.

• 1/1 — low concern for production, low concern for people.

• 1/9 — low concern for production, high concern for people.

• 9/1 — high concern for production, low concern for people.

• 5/5 — moderate concern for production, moderate concern for people.

• 9/9 — high concern for production, high concern for people.

Page 13: ch11

Organizational Behavior: Chapter 11 13

Study Question 1: What is leadership and how does it differ from management?

Leader-Member Exchange (LMX) theory.– Focuses on the quality of the working

relationship between leaders and followers.– LMX dimensions determine followers’

membership in leader’s “in group” or “out group.”

– Different relationships with “in group” and “out group.”

Page 14: ch11

Organizational Behavior: Chapter 11 14

Study Question 2: What are situational contingency approaches to leadership?

Leader traits and behaviors can act in conjunction with situational contingencies.

The effects of leader traits are enhanced by their relevance to situational contingencies.

Major situational contingency theories.– Fiedler’s leadership contingency theory.– Fiedler’s cognitive resource theory.– House’s path-goal theory of leadership.– Hersey and Blanchard’s situational leadership model.

Page 15: ch11

Organizational Behavior: Chapter 11 15

Study Question 2: What are the situational contingency approaches to leadership?

Key variables in Fiedler’s contingency model.– Situational control.

• The extent to which a leader can determine what his or her group is going to do as well as the outcomes of the group’s actions and decisions.

• Is a function of:– Leader-member relations.– Task structure.– Position power.

Page 16: ch11

Organizational Behavior: Chapter 11 16

Study Question 2: What are situational contingency approaches to leadership?

Key variables in Fiedler’s contingency

model (cont.).

– Least preferred co-worker (LPC) score reflects

a person’s leadership style.

• High-LPC leaders have a relationship-motivated

style.

• Low-LPC leaders have a task-motivated style.

Page 17: ch11

Organizational Behavior: Chapter 11 17

Study Question 2: What are situational contingency approaches to leadership?

Page 18: ch11

Organizational Behavior: Chapter 11 18

Study Question 2: What are situational contingency approaches to leadership?

Fiedler’s cognitive resource theory.– A leader’s use of directive or nondirective

behavior depends on:• The leader’s or subordinate group members’

ability or competency.• Stress.• Experience.• Group support of the leader.

– Leader directiveness is most helpful for performance when the leader is competent, relaxed, and supported.

Page 19: ch11

Organizational Behavior: Chapter 11 19

Study Question 2: What are situational contingency approaches to leadership?

House’s path-goal theory of leadership.

– Rooted in the expectancy model of motivation.

– Emphasizes how a leader influences

subordinates’ perceptions of both work goals

and personal goals and the links, or paths,

found between these two sets of goals.

Page 20: ch11

Organizational Behavior: Chapter 11 20

Study Question 2: What are situational contingency approaches to leadership?

Page 21: ch11

Organizational Behavior: Chapter 11 21

Study Question 2: What are situational contingency approaches to leadership?

Path-goal theory predictions.– Directive leadership will have a positive

impact on subordinates when tasks are ambiguous and the opposite effect when tasks are clear.

– Supportive leadership will increase the satisfaction of subordinates who work on tasks that are highly repetitive, unpleasant, stressful, or frustrating.

Page 22: ch11

Organizational Behavior: Chapter 11 22

Study Question 2: What are situational contingency approaches to leadership?

Path-goal theory predictions (cont.).– Achievement-oriented leadership will

encourage subordinates to strive for higher performance standards and to have more confidence in their ability to meet challenging goals when subordinates are working at ambiguous, nonrepetitive tasks.

– Participative leadership will promote satisfaction on nonrepetitive tasks that allow for the ego involvement of subordinates.

Page 23: ch11

Organizational Behavior: Chapter 11 23

Study Question 2: What are situational contingency approaches to leadership?

Page 24: ch11

Organizational Behavior: Chapter 11 24

Study Question 2: What are situational contingency approaches to leadership?

Page 25: ch11

Organizational Behavior: Chapter 11 25

Study Question 3: What are attributional approaches to leadership?

Attribution theory provides a competing

perspective to the traditional leadership theory

assumption that leadership and its substantive

effects can be identified and measured

objectively.

Attribution theory suggests that leadership is

influenced by attempts to understand causes of

and assess responsibilities for behavior.

Page 26: ch11

Organizational Behavior: Chapter 11 26

Study Question 3: What are attributional approaches to leadership?

Leadership prototypes.– People’s mental image of what a model leader

should look like.– Mix of specific and general characteristics.– Prototypes may differ by country and national

culture.– The closer that a leader’s behavior matches the

prototype held by the followers, the more favorable the leader’s relations and key outcomes.

Page 27: ch11

Organizational Behavior: Chapter 11 27

Study Question 3: What are attributional approaches to leadership?

Exaggeration of the leadership difference.– Top leaders of organizations have little impact

on profits and effectiveness compared to environmental and industry forces.

– Much of the impact of top leaders is symbolic.

– The romance of leadership refers to people attributing romantic, almost magical, qualities to leadership.

Page 28: ch11

Organizational Behavior: Chapter 11 28

Study Question 4: What are some emerging leadership perspectives and why are they especially important in today’s organizations?

Charismatic approaches to leadership.– Charismatic leaders, by force of their personal

abilities, can have a profound and extraordinary effect on followers.

– Characteristics of charismatic leaders include:• High need for power.• High feelings of self-efficacy.• Conviction in the moral rightness of their beliefs.

Page 29: ch11

Organizational Behavior: Chapter 11 29

Study Question 4: What are some emerging leadership perspectives and why are they especially important in today’s organizations?

Dark side versus bright side of charismatic leadership.– Dark side.

• Emphasizes personalized power.• Leaders focus on themselves.

– Bright side.• Emphasizes socialized power.• Leaders empower followers.

Page 30: ch11

Organizational Behavior: Chapter 11 30

Study Question 4: What are some emerging leadership perspectives and why are they especially important in today’s organizations?

Conger and Kanungo’s three-stage charismatic

leadership model.

– Stage 1: the leader critically evaluates the status quo.

– Stage 2: the leader formulates and articulates future

goals and a idealized future vision.

– Stage 3: the leader shows how the goals and vision

can be achieved.

Page 31: ch11

Organizational Behavior: Chapter 11 31

Study Question 4: What are some emerging leadership perspectives and why are they especially important in today’s organizations?

Page 32: ch11

Organizational Behavior: Chapter 11 32

Study Question 4: What are some emerging leadership perspectives and why are they especially important in today’s organizations?

Transactional leadership.– Involves leader-follower exchanges necessary

for achieving routine performance that is agreed upon by leaders and followers.

– Leader-follower exchanges involve:• Use of contingent rewards.• Active management by exception.• Passive management by exception.• Abdicating responsibilities and avoiding decisions.

Page 33: ch11

Organizational Behavior: Chapter 11 33

Study Question 4: What are some emerging leadership perspectives and why are they especially important in today’s organizations?

Transformational leadership.– Leaders broaden and elevate followers’

interests, generate awareness and acceptance of the group’s mission, and stir followers to look beyond self-interests.

– Dimensions of transformational leadership.• Charisma.• Inspiration.• Intellectual stimulation.• Individualized consideration.

Page 34: ch11

Organizational Behavior: Chapter 11 34

Study Question 4: What are some emerging leadership perspectives and why are they especially important in today’s organizations?

Leadership in self-managing work teams.– Leaders provide resources or act as liaisons with other

units but without the trappings of authority associated with traditional first-line supervisors.

– Conditions for creating and maintaining team performance.

• Efficient, goal-directed effort.• Adequate resources.• Competent, motivated performance.• A productive, supportive climate.• Commitment to continuous improvement and adaptation.

Page 35: ch11

Organizational Behavior: Chapter 11 35

Study Question 4: What are some emerging leadership perspectives and why are they especially important in today’s organizations?

Can people be trained in the new leadership?– People can be trained to adopt new leadership

approaches.

– Leaders can devise improvement programs to address their weaknesses and work with trainers to develop their leadership skills.

– Leaders can be trained in charismatic skills.

Page 36: ch11

Organizational Behavior: Chapter 11 36

Study Question 4: What are some emerging leadership perspectives and why are they especially important in today’s organizations?

Is new leadership always good?– Not always good.– Dark-side charismatics can have negative

effects on followers.– Not always needed.– Needs to be used in conjunction with

traditional leadership.– Applies at all levels of organizational

leadership.

Page 37: ch11

Organizational Behavior: Chapter 11 37

COPYRIGHT

Copyright 2005 © John Wiley & Sons, Inc. All rights reserved. Reproduction or translation of this work beyond that permitted in Section 117 of the 1976 United States Copyright Act without the express written permission of the copyright owner is unlawful. Request for further information should be addressed to the Permissions Department, John Wiley & Sons, Inc. The purchaser may make back-up copies for his/her own use only and not for distribution or resale. The Publisher assumes no responsibility for errors, omissions, or damages, caused by the use of these programs or from the use of the information contained herein.


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