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Bob StretchSouthwestern College
Robbins & Judge
Organizational Behavior13th Edition
Basic Approaches to LeadershipBasic Approaches to Leadership
12-1© 2009 Prentice-Hall Inc. All rights reserved.
Chapter Learning ObjectivesChapter Learning Objectives After studying this chapter, you should be able to:
– Define leadership and contrast leadership and management.
– Summarize the conclusions of trait theories.
– Identify the central tenets and main limitations of behavioral theories.
– Assess contingency theories of leadership by their level of support.
– Contrast the interactive theories (path-goal and leader-member exchange).
– Identify the situational variables in the leader-participation model.
– Show how U.S. managers might need to adjust their leadership approaches in Brazil, France, Egypt, and China.
© 2009 Prentice-Hall Inc. All rights reserved. 12-2
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
Both are necessary for organizational success
© 2009 Prentice-Hall Inc. All rights reserved. 12-3
Trait Theories of LeadershipTrait Theories of Leadership
Theories that consider personality, social, physical, or intellectual traits to differentiate leaders from nonleaders
Not very useful until matched with the Big Five Personality Framework
Leadership Traits– Extroversion
– Conscientiousness
– Openness
– Emotional Intelligence (Qualified)
Traits can predict leadership, but they are better at predicting leader emergence than effectiveness.
© 2009 Prentice-Hall Inc. All rights reserved. 12-4
Behavioral Theories of LeadershipBehavioral Theories of Leadership
Theories proposing that specific behaviors differentiate leaders from nonleaders
Differences between theories of leadership:
– Trait theory: leadership is inherent, so we must identify the leader based on his or her traits
– Behavioral theory: leadership is a skill set and can be taught to anyone, so we must identify the proper behaviors to teach potential leaders
© 2009 Prentice-Hall Inc. All rights reserved. 12-5
Important Behavioral StudiesImportant Behavioral Studies
Ohio State University – Found two key dimensions of leader behavior:
• Initiating structure – the defining and structuring of roles
• Consideration – job relationships that reflect trust and respect
• Both are important
University of Michigan– Also found two key dimensions of leader behavior:
• Employee-oriented – emphasizes interpersonal relationships and is the most powerful dimension
• Production-oriented – emphasizes the technical aspects of the job
– The dimensions of the two studies are very similar
© 2009 Prentice-Hall Inc. All rights reserved. 12-6
Blake and Mouton’s Managerial Grid®Blake and Mouton’s Managerial Grid®
Draws on both studies to assess leadership style– “Concern for People” is
Consideration and Employee-Orientation
– “Concern for Production” is Initiating Structure and Production-Orientation
Style is determined by position on the graph
© 2009 Prentice-Hall Inc. All rights reserved. 12-7
E X H I B I T 12-1E X H I B I T 12-1
Contingency TheoriesContingency Theories
While trait and behavior theories do help us understand leadership, an important component is missing: the environment in which the leader exists
Contingency Theory deals with this additional aspect of leadership effectiveness studies
Three key theories:– Fielder’s Model
– Hersey and Blanchard’s Situational Leadership Theory
– Path-Goal Theory
© 2009 Prentice-Hall Inc. All rights reserved. 12-8
Fiedler ModelFiedler Model
Effective group performance depends on the proper match between leadership style and the situation– Assumes that leadership style (based on orientation revealed
in LPC questionnaire) is fixed
Considers Three Situational Factors:– Leader-member relations: degree of confidence and trust in
the leader
– Task structure: degree of structure in the jobs
– Position power: leader’s ability to hire, fire, and reward
For effective leadership: must change to a leader who fits the situation or change the situational variables to fit the current leader
© 2009 Prentice-Hall Inc. All rights reserved. 12-9
Graphic Representation of Fiedler’s ModelGraphic Representation of Fiedler’s Model
© 2009 Prentice-Hall Inc. All rights reserved. 12-10
E X H I B I T 12-2E X H I B I T 12-2
Used to determine which type of leader
to use in a given
situation
Assessment of Fiedler’s ModelAssessment of Fiedler’s Model
Positives:– Considerable evidence supports the model, especially if the
original eight situations are grouped into three
© 2009 Prentice-Hall Inc. All rights reserved. 12-11
Problems:– The logic behind the LPC
scale is not well understood
– LPC scores are not stable
– Contingency variables are complex and hard to determine
Fiedler’s Cognitive Resource TheoryFiedler’s Cognitive Resource Theory
A refinement of Fiedler’s original model:– Focuses on stress as the enemy of rationality and creator of
unfavorable conditions
– A leader’s intelligence and experience influence his or her reaction to that stress
Research is supporting the theory.
© 2009 Prentice-Hall Inc. All rights reserved. 12-12
Hersey & Blanchard’s Situational LeadershipHersey & Blanchard’s Situational Leadership
A model that focuses on follower “readiness”– Followers can accept or reject the leader
– Effectiveness depends on the followers’ response to the leader’s actions
– “Readiness” is the extent to which people have the ability and willingness to accomplish a specific task
A paternal model: – As the child matures, the adult releases more and more
control over the situation
– As the workers become more ready, the leader becomes more laissez-faire
An intuitive model that does not get much support from the research findings
© 2009 Prentice-Hall Inc. All rights reserved. 12-13
House’s Path-Goal TheoryHouse’s Path-Goal Theory Builds from the Ohio State studies and the expectancy
theory of motivation The Theory:
– Leaders provide followers with information, support, and resources to help them achieve their goals
– Leaders help clarify the “path” to the worker’s goals– Leaders can display multiple leadership types
Four types of leaders:– Directive: focuses on the work to be done– Supportive: focuses on the well-being of the worker– Participative: consults with employees in decision-making– Achievement-Oriented: sets challenging goals
© 2009 Prentice-Hall Inc. All rights reserved. 12-14
Path-Goal ModelPath-Goal Model
Two classes of contingency variables:– Environmental are outside of employee control
– Subordinate factors are internal to employee
Mixed support in the research findings
© 2009 Prentice-Hall Inc. All rights reserved. 12-15
E X H I B I T 12-4E X H I B I T 12-4
Leader-Member Exchange (LMX) TheoryLeader-Member Exchange (LMX) Theory
A response to the failing of contingency theories to account for followers and heterogeneous leadership approaches to individual workers
LMX Premise:– Because of time pressures, leaders form a special
relationship with a small group of followers: the “in-group”
– This in-group is trusted and gets more time and attention from the leader (more “exchanges”)
– All other followers are in the “out-group” and get less of the leader’s attention and tend to have formal relationships with the leader (fewer “exchanges”)
– Leaders pick group members early in the relationship
© 2009 Prentice-Hall Inc. All rights reserved. 12-16
LMX ModelLMX Model
How groups are assigned is unclear– Follower characteristics determine group membership
Leaders control by keeping favorites close
Research has been generally supportive
© 2009 Prentice-Hall Inc. All rights reserved. 12-17
E X H I B I T 12-3E X H I B I T 12-3
Yroom and Yetton’s Leader-Participation ModelYroom and Yetton’s Leader-Participation Model
How a leader makes decisions is as important as what is decided
Premise:– Leader behaviors must adjust to reflect task structure
– “Normative” model: tells leaders how participative to be in their decision-making of a decision tree
• Five leadership styles
• Twelve contingency variables
Research testing for both original and modified models has not been encouraging – Model is overly complex
© 2009 Prentice-Hall Inc. All rights reserved. 12-18
E X H I B I T 12-5E X H I B I T 12-5
Global ImplicationsGlobal Implications
These leadership theories are primarily studied in English-speaking countries
GLOBE does have some country-specific insights– Brazilian teams prefer leaders who are high in consideration,
participative, and have high LPC scores
– French workers want a leader who is high on initiating structure and task-oriented
– Egyptian employees value team-oriented, participative leadership, while keeping a high-power distance
– Chinese workers may favor a moderately participative style
Leaders should take culture into account
12-19© 2009 Prentice-Hall Inc. All rights reserved.
Summary and Managerial ImplicationsSummary and Managerial Implications
Leadership is central to understanding group behavior as the leader provides the direction
Extroversion, conscientiousness, and openness all show consistent relationships to leadership
Behavioral approaches have narrowed leadership down into two usable dimensions
Need to take into account the situational variables, especially the impact of followers
12-20© 2009 Prentice-Hall Inc. All rights reserved.
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Copyright ©2009 Pearson Education, Inc. Publishing as Prentice Hall