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Leadership stephens

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o r g a n i z a t i o n a l b e h a v i o r stephen p. robbins e l e v e n t h e d i t i o n
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Page 1: Leadership stephens

o r g a n i z a t i o n a l b e h a v i o r

o r g a n i z a t i o n a l b e h a v i o r

stephen p. robbins

e l e v e n t h e d i t i o n

e l e v e n t h e d i t i o n

Page 2: Leadership stephens

ORGANIZATIONAL BEHAVIORORGANIZATIONAL BEHAVIORS T E P H E N P. R O B B I N SS T E P H E N P. R O B B I N S

E L E V E N T H E D I T I O NE L E V E N T H E D I T I O N

W W W . P R E N H A L L . C O M / R O B B I N SW W W . P R E N H A L L . C O M / R O B B I N S© 2005 Prentice Hall Inc. All rights reserved.© 2005 Prentice Hall Inc. All rights reserved.

PowerPoint Presentation by Charlie Cook

PowerPoint Presentation by Charlie Cook

Chapter 11

Basic Approaches to Leadership

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© 2005 Prentice Hall Inc. All rights reserved. 11–3

After studying this chapter,you should be able to:

1. Contrast leadership and management.

2. Summarize the conclusions of trait theories.

3. Identify the limitations of behavioral theories.

4. Describe Fiedler’s contingency model.

5. Explain Hersey and Blanchard’s situational theory.

6. Summarize leader-member exchange theory.

L E

A R

N I

N G

O

B J

E C

T I

V E

S

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After studying this chapter,you should be able to:

7. Describe the path-goal theory.

8. Identify the situational variables in the leader-participation model.

L E

A R

N I

N G

O

B J

E C

T I

V E

S (

con

t’d

)

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© 2005 Prentice Hall Inc. All rights reserved. 11–5

What Is Leadership?What Is 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.

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© 2005 Prentice Hall Inc. All rights reserved. 11–6

Trait TheoriesTrait Theories

Leadership TraitsLeadership Traits::

• Ambition and energyAmbition and energy

• The desire to leadThe desire to lead

• Honest and integrityHonest and integrity

• Self-confidenceSelf-confidence

• IntelligenceIntelligence

• High self-monitoringHigh self-monitoring

• Job-relevant Job-relevant knowledgeknowledge

Leadership TraitsLeadership Traits::

• Ambition and energyAmbition and energy

• The desire to leadThe desire to lead

• Honest and integrityHonest and integrity

• Self-confidenceSelf-confidence

• IntelligenceIntelligence

• High self-monitoringHigh self-monitoring

• Job-relevant Job-relevant knowledgeknowledge

Traits Theories of Leadership

Theories that consider personality, social, physical, or intellectual traits to differentiate leaders from nonleaders.

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Trait TheoriesTrait Theories

LimitationsLimitations::

• No universal traits found that predict No universal traits found that predict leadership in all situations.leadership in all situations.

• Traits predict behavior better in “weak” Traits predict behavior better in “weak” than “strong” situations.than “strong” situations.

• Unclear evidence of the cause and effect Unclear evidence of the cause and effect of relationship of leadership and traits.of relationship of leadership and traits.

• Better predictor of the appearance of Better predictor of the appearance of leadership than distinguishing effective leadership than distinguishing effective and ineffective leaders.and ineffective leaders.

LimitationsLimitations::

• No universal traits found that predict No universal traits found that predict leadership in all situations.leadership in all situations.

• Traits predict behavior better in “weak” Traits predict behavior better in “weak” than “strong” situations.than “strong” situations.

• Unclear evidence of the cause and effect Unclear evidence of the cause and effect of relationship of leadership and traits.of relationship of leadership and traits.

• Better predictor of the appearance of Better predictor of the appearance of leadership than distinguishing effective leadership than distinguishing effective and ineffective leaders.and ineffective leaders.

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IntegrityIntegrity

DriveDrive

• Truthfulness• Translates words into deeds

• Inner motivation to pursue goals• Need for achievement, quest to learn

Leadership Leadership MotivationMotivation

• High need for socialized power to accomplish team’s or firm’s goals

Emotional Emotional IntelligenceIntelligence

• Perceiving, assimilating, understanding, and regulating emotions

Seven Leadership CompetenciesSeven Leadership Competencies

more

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IntelligenceIntelligence• Above average cognitive ability• Can analyze problems/opportunities

Knowledge ofKnowledge ofthe Businessthe Business

• Familiar with business environment• Aids intuitive decision making

Self-ConfidenceSelf-Confidence• High self-efficacy regarding ability to

lead others

Seven Leadership Competencies (con’t)Seven Leadership Competencies (con’t)

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Behavioral TheoriesBehavioral Theories

• Trait theory:Trait theory:Leaders are born, not made.Leaders are born, not made.

• Behavioral theory:Behavioral theory:Leadership traits can be taught.Leadership traits can be taught.

• Trait theory:Trait theory:Leaders are born, not made.Leaders are born, not made.

• Behavioral theory:Behavioral theory:Leadership traits can be taught.Leadership traits can be taught.

Behavioral Theories of Leadership

Theories proposing that specific behaviors differentiate leaders from nonleaders.

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Ohio State StudiesOhio State Studies

Initiating Structure

The extent to which a leader is likely to define and structure his or her role and those of sub-ordinates in the search for goal attainment.

Consideration

The extent to which a leader is likely to have job relationships characterized by mutual trust, respect for subordinate’s ideas, and regard for their feelings.

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University of Michigan StudiesUniversity of Michigan Studies

Employee-Oriented Leader

Emphasizing interpersonal relations; taking a personal interest in the needs of employees and accepting individual differences among members.Production-Oriented Leader

One who emphasizes technical or task aspects of the job.

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The Managerial

Grid(Blake and Mouton)

The Managerial

Grid(Blake and Mouton)

E X H I B I T 11–1E X H I B I T 11–1

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Scandinavian StudiesScandinavian Studies

Development-Oriented Leader

One who values experimentation, seeking new ideas, and generating and implementing change.Researchers in Finland and Sweden question whether there are only two dimensions (production-orientation and employee-orientation) that capture the essence of leadership behavior. Their premise is that in a changing world, effective leaders would exhibit development-oriented behavior.

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Contingency TheoriesContingency Theories

Fiedler’s Contingency Model

The theory that effective groups depend on a proper match between a leader’s style of interacting with subordinates and the degree to which the situation gives control and influence to the leader.

Least Preferred Co-Worker (LPC) Questionnaire

An instrument that purports to measure whether a person is task- or relationship-oriented.

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Fiedler’s Model: Defining the SituationFiedler’s Model: Defining the Situation

Leader-Member Relations

The degree of confidence, trust, and respect subordinates have in their leader.

Position Power

Influence derived from one’s formal structural position in the organization; includes power to hire, fire, discipline, promote, and give salary increases.

Task Structure

The degree to which the job assignments are procedurized.

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Findings from Fiedler ModelFindings from Fiedler Model

E X H I B I T 11–2E X H I B I T 11–2

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Cognitive Resource TheoryCognitive Resource Theory

Research Support:

• Less intelligent individuals perform better in leadership roles under high stress than do more intelligent individuals.

• Less experienced people perform better in leadership roles under low stress than do more experienced people.

Research Support:

• Less intelligent individuals perform better in leadership roles under high stress than do more intelligent individuals.

• Less experienced people perform better in leadership roles under low stress than do more experienced people.

Cognitive Resource Theory

A theory of leadership that states that stress can unfavorably affect a situation and that intelligence and experience can lessen the influence of stress on the leader.

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Hersey and Blanchard’s Situational Leadership Theory

Hersey and Blanchard’s Situational Leadership Theory

Situational Leadership Theory (SLT)

A contingency theory that focuses on followers’ readiness.

Leader: decreasing need for support and supervisionLeader: decreasing need for support and supervision

Follower readiness: ability and willingness

Follower readiness: ability and willingness

Unable andUnable andUnwillingUnwilling

Unable butUnable butWillingWilling

Able andAble andWillingWilling

DirectiveDirective High Task and Relationship High Task and Relationship OrientationsOrientations

Supportive Supportive Participative Participative

Able andAble andUnwillingUnwilling

MonitoringMonitoring

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Leadership Styles and Follower Readiness(Hersey and Blanchard)

Leadership Styles and Follower Readiness(Hersey and Blanchard)

WillingUnwilling

Able

Unable DirectiveDirective

High TaskHigh Taskand and

Relationship Relationship OrientationsOrientations

Supportive Supportive Participative Participative MonitoringMonitoring

Follower Readiness

LeadershipLeadershipStylesStyles

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Path-Goal TheoryPath-Goal Theory

Path-Goal Theory

The theory that it is the leader’s job to assist followers in attaining their goals and to provide them the necessary direction and/or support to ensure that their goals are compatible with the overall objectives of the group or organization.

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The Path-Goal TheoryThe Path-Goal Theory

E X H I B I T 11–4E X H I B I T 11–4

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Leader-Participation ModelLeader-Participation Model

Leader-Participation Model (Vroom and Yetton)

A leadership theory that provides a set of rules to determine the form and amount of participative decision making in different situations.

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Contingency Variables in the Revised Leader-Participation Model

Contingency Variables in the Revised Leader-Participation Model

E X H I B I T 11–5E X H I B I T 11–5

1. Importance of the decision

2. Importance of obtaining follower commitment to the decision

3. Whether the leader has sufficient information to make a good decision

4. How well structured the problem is

5. Whether an autocratic decision would receive follower commitment

6. Whether followers “buy into” the organization’s goals

7. Whether there is likely to be conflict among followers over solution alternatives

8. Whether followers have the necessary information to make a good decision

9. Time constraints on the leader that may limit follower involvement

10. Whether costs to bring geographically dispersed members together is justified

11. Importance to the leader of minimizing the time it takes to make the decision

12. Importance of using participation as a tool for developing follower decision skills


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