Chapter 11

Basic Approaches to Leadership

ORGANIZATIONAL BEHAVIOR
S T E P H E N P. R O B B I N S

What What Is Is Leadership? 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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Trait Trait Theories Theories

Traits Theories of Leadership Theories that consider personality, social, physical, or intellectual traits to differentiate leaders from nonleaders. Leadership : LeadershipTraits Traits: Ambition Ambitionand andenergy energy The Thedesire desireto tolead lead Honest Honestand andintegrity integrity Self -confidence Self-confidence Intelligence Intelligence High -monitoring Highself self-monitoring Job -relevant Job-relevant knowledge knowledge
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Trait Trait Theories Theories Limitations :: Limitations

No Nouniversal universaltraits traitsfound foundthat thatpredict predict leadership leadershipin inall allsituations. situations. Traits weak Traitspredict predictbehavior behaviorbetter betterin inweak than strong situations. thanstrong situations. Unclear Unclearevidence evidenceof ofthe thecause causeand andeffect effect of ofrelationship relationshipof ofleadership leadershipand andtraits. traits. Better Betterpredictor predictorof ofthe theappearance appearanceof of leadership leadershipthan thandistinguishing distinguishingeffective effective and andineffective ineffectiveleaders. leaders.
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Behavioral Behavioral Theories Theories

Behavioral Theories of Leadership Theories proposing that specific behaviors differentiate leaders from nonleaders.

Trait Traittheory: theory: Leaders Leadersare areborn, born,not notmade. made. Behavioral Behavioraltheory: theory: Leadership Leadershiptraits traitscan canbe betaught. taught.

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Ohio Ohio State State Studies Studies

Initiating Structure The extent to which a leader is likely to define and structure his or her role and those of subordinates 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 subordinates ideas, and regard for their feelings.
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University University of of Michigan Michigan Studies 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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(Blake (Blakeand andMouton) Mouton)

The The Managerial Managerial Grid Grid

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Scandinavian Scandinavian Studies 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 Contingency Theories Theories

Fiedlers Contingency Model The theory that effective groups depend on a proper match between a leaders 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 taskor relationship-oriented.
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Fiedlers Fiedlers Model: Model: Defining Defining the the Situation Situation
Leader-Member Relations The degree of confidence, trust, and respect subordinates have in their leader. Task Structure The degree to which the job assignments are procedurized. Position Power Influence derived from ones formal structural position in the organization; includes power to hire, fire, discipline, promote, and give salary increases.
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Findings Findingsfrom fromFiedler FiedlerModel Model

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Cognitive Cognitive Resource Resource Theory Theory

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. Research :: ResearchSupport Support
Less Lessintelligent intelligentindividuals individualsperform performbetter betterin inleadership leadership roles rolesunder underhigh highstress stressthan thando domore moreintelligent intelligent individuals. individuals. Less Lessexperienced experiencedpeople peopleperform performbetter betterin inleadership leadership roles rolesunder underlow lowstress stressthan thando domore moreexperienced experiencedpeople. people.
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Hersey Hersey and and Blanchards Blanchards Situational Situational Leadership Leadership Theory Theory
Situational Leadership Theory (SLT) A contingency theory that focuses on followers readiness.
Unable and Unwilling Unable but Willing Able and Unwilling Able and Willing

Follower readiness: ability and willingness

Leader: Leader: decreasing decreasing need need for for support support and and supervision supervision
Directive High Task and Relationship Orientations Supportive Participative Monitoring

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Leadership Leadership Styles Styles and and Follower Follower Readiness Readiness (Hersey (Hersey and and Blanchard) Blanchard)
Follower Readiness
Able Unwilling Willing

Supportive Participative

Monitoring

Leadership Styles

Unable

Directive

High Task and Relationship Orientations

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LeaderMember LeaderMember Exchange Exchange Theory Theory

Leader-Member Exchange (LMX) Theory Leaders create in-groups and out-groups, and subordinates with in-group status will have higher performance ratings, less turnover, and greater job satisfaction.

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Leader-Member Leader-Member Exchange Exchange Theory Theory

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Path-Goal Path-Goal Theory Theory

Path-Goal Theory The theory that it is the leaders 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 The Path-Goal Path-Goal Theory Theory

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Leader-Participation Leader-Participation Model 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 Contingency Variables Variables in in the the Revised Revised Leader-Participation Leader-Participation Model Model
1. 2. 3. 4. 5. 6. 7. Importance of the decision Importance of obtaining follower commitment to the decision Whether the leader has sufficient information to make a good decision How well structured the problem is Whether an autocratic decision would receive follower commitment Whether followers buy into the organizations goals 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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