Organizational

12
Behavior
15th Global Edition
Chapter
Robbins and Judge

Leadership

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 Chapter 12 Learning Objectives

After studying this chapter you should be able to:

1. Define leadership and contrast leadership and management.

2. Summarize the conclusions of trait theories of leadership.

3. Identify the central tenets and main limitations of behavioral theories.

4. Assess contingency theories of leadership by their level of support.

5. Compare and contrast charismatic and transformational leadership.

6. Define authentic leadership and show why effective leaders exemplify ethics and trust.

7. Demonstrate the role mentoring plays in our understanding of leadership.

8. Address challenges to the effectiveness of leadership.

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 Define leadership and contrast
LO 1 leadership and management

 Leadership is the ability to influence a group

toward the achievement of a vision or set of
goals.
 Not all leaders are managers nor are all
managers leaders.
 Non-sanctioned leadership is often as
important or more important than formal
influence.

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 Define leadership and contrast
LO 1 leadership and management

 Strong leadership and strong management

are needed for optimal effectiveness.
 Leaders are needed today to challenge the
status quo, create visions of the future, and
inspire organizational members to want to
achieve the visions.
 Managers formulate detailed plans, create
efficient organizational structures, and
oversee day-to-day operations.
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 Summarize the conclusions of
LO 2 trait theories of leadership

 Trait theories of leadership focus on

personal qualities and characteristics.
 The search for personality, social, physical,
or intellectual attributes that differentiate
leaders from non-leaders goes back to the
earliest stages of leadership research.

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 Summarize the conclusions of
LO 2 trait theories of leadership

 A breakthrough,of sorts,came when

researchers began organizing traits around the
Big Five personality framework(see Chapter 5).
 Most of the dozens of traits in various leadership
reviews fit under one of the Big Five (ambition
and energy are part of extraversion,for
instance),giving strong support to traits as
predictors of leadership.

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 Summarize the conclusions of
LO 2 trait theories of leadership

 The trait approach does have something to offer.

 Leaders who like being around people and are
able to assert themselves (extraverted),who are
disciplined and able to keep commitments they
make (conscientious),and who are creative and
flexible (open)do have an apparent advantage
when it comes to leadership,suggesting good
leaders do have key traits in common.

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 Summarize the conclusions of
LO 2 trait theories of leadership

 Another trait that may indicate effective

leadership is emotional intelligence (EI).
 Advocates of EI argue that without it,a person
can have outstanding training,a highly analytical
mind,a compelling vision,and an endless
supply of terrific ideas but still not make a great
leader.
 A core component of EI is empathy.

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 Summarize the conclusions of
LO 2 trait theories of leadership

 Conclusions based on the latest findings.

 Contrary to what we believed 20 years ago and
thanks to the Big Five,we can say that traits can
predict leadership.
 Traits do a better job predicting the emergence
of leaders and the appearance of leadership
than actually distinguishing between effective
and ineffective leaders.

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 Identify the central tenets and
LO 3 main limitations of behavioral theories

 Ohio State Studiesfound two behaviors that

accounted for leadership behavior
 Initiating structure-the extent to which a leader is
likely to define and structure his or her role and
those of employees in the search for goal
attainment.
 Consideration is the extent to which a person’ s
job relationships are characterized by mutual
trust,respect for employees’ideas,and regard
for their feelings.
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 Identify the central tenets and
LO 3 main limitations of behavioral theories

 University of Michigan’s obj ectives also came up

with two behavioral dimension
 The employee-oriented leader emphasized
interpersonal relationships by taking a personal
interest in the needs of employees and
accepting individual differences among them.
 The production oriented leader emphasized the
technical or taskaspects of the j ob,focusing on
accomplishing the group’ s tasks.
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 Identify the central tenets and
LO 3 main limitations of behavioral theories

 The GLOBE study suggests there are international

differences in preference for initiating structure
and consideration.
 Based on the values of Brazilian employees,a
U.S. manager leading a team in Brazil would
need to be team oriented,participative,and
humane.
 Leaders high in consideration would succeed
best in this culture.
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 Identify the central tenets and
LO 3 main limitations of behavioral theories

 Summary of Trait Theories and Behavioral

Theories
 Leaders who have certain traits and who display
consideration and structuring behaviors do
appear to be more effective.
 As important as traits and behaviors are in
identifying effective or ineffective leaders,they
do not guarantee success.
 The context matters,too.
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 Assess contingency theories of
LO 4 leadership by their level of support

 Contingency Theory-Fiedler Model

 Key factor is individual’
s leadership style
 Taskor Relationship oriented
 Assumes leadership style is fixed

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 Assess contingency theories of
LO 4 leadership by their level of support

 Contingency Theory-Fiedler Model

 Define the situation
 Contingency dimensions
 Leader-member relations
 Taskstructure
 Position power

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 Assess contingency theories of
LO 4 leadership by their level of support

 Contingency Theory-Fiedler Model

 Evaluate the situation
 Leader-member relations-good or bad
 Taskstructure-high or low
 Position power-strong or weak

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 Assess contingency theories of
LO 4 leadership by their level of support

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 Assess contingency theories of
LO 4 leadership by their level of support

 Evaluation of Fiedler
 There is considerable evidence to support at
least substantial parts of the model.
 There are problems and the practical use of the
model that need to be addressed.

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 Assess contingency theories of
LO 4 leadership by their level of support

 Situational Leadership Theory

 Situational leadership is a contingency theory
that focuses on the followers.
 Successful leadership is achieved by selecting
the right leadership style,which is contingent on
the level of the followers’readiness.

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 Assess contingency theories of
LO 4 leadership by their level of support

 Path-Goal Theory
 One of the most respected approaches to
leadership is the path-goal theory developed
by Robert House.
 It is a contingency model of leadership that
extracts key elements from the Ohio State
leadership research on initiating structure
and consideration and the expectancy theory
of motivation.
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 Assess contingency theories of
LO 4 leadership by their level of support

 According to path-goal theory, whether a

leader should be directive or supportive or
should demonstrate some other behavior
depends on complex analysis of the situation.
 Supportive leadership results in high
performance and satisfaction when
employees are performing structured tasks.
 Directive leadership is likely to be perceived
as redundant among employees with high
ability or considerable experience.
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 Assess contingency theories of
LO 4 leadership by their level of support

 Testing path-goal theory has not been easy.

 Evidence found mixed support for the
proposition that removing obstacles is a
component of effective leadership.
 Another review found the lack of support
“shocking and disappointing.”
 Others argue adequate tests of the theory
have yet to be conducted.

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 Assess contingency theories of
LO 4 leadership by their level of support

 Victor Vroom and Phillip Yetton’s leader-

participation model relates leadership behavior
and participation in decision-making.
 Like path-goal theory,it says leader behavior must
adjust to reflect the taskstructure.
 The model is normative— it provides a decision
tree of seven contingencies and five leadership
styles for determining the form and amount of
participation in decision-making.
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 Assess contingency theories of
LO 4 leadership by their level of support

 Research testing both the original and revised

leader-participation models has not been
encouraging,although the revised model rates
higher in effectiveness.
 Criticism focuses on the model’
s complexity and
the variables it omits.

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 Assess contingency theories of
LO 4 leadership by their level of support

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 Compare and contrast charismatic and
LO 5 transformational leadership

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 Compare and contrast charismatic and
LO 5 transformational leadership

 Training individuals for charismatic behavior.

 A three-step process is suggested.
 Develop the aura of charisma by maintaining an
optimistic view;using passion as a catalyst for
generating enthusiasm;and communicating with
the whole body,not j ust with words.
 Creating a bond that inspires others to follow.
 Brings out the potential in followers by tapping
into their emotions.
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 Compare and contrast charismatic and
LO 5 transformational leadership

 The DarkSide of Charismatic Leadership

 Don’t necessarily act in interest of companies.
 Many have allowed their personal goals to
override the goals of the organization.
 Research has shown that individuals who are
narcissistic are also higher in some behaviors
associated with charismatic leadership.
 Some charismatic leaders are too successful
convincing followers to pursue a vision that can
be disastrous.
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 Compare and contrast charismatic and
LO 5 transformational leadership

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 Compare and contrast charismatic and
LO 5 transformational leadership

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 Compare and contrast charismatic and
LO 5 transformational leadership

 Creativity,theirs and others.

 Decentralization of responsibility.
 Propensity to take risks.
 Compensation is geared toward long-term results.
 Greater agreement among top managers about
the organization’
s goals.
 Increase follower self-efficacy,giving the group a
“can do”spirit. 31
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 Compare and contrast charismatic and
LO 5 transformational leadership

 Transformational leadership has been

impressively supported at diverse j
ob levels and
occupations (school principals,teachers,marine
commanders,ministers,presidents of MBA
associations,military cadets,union shop stewards,
sales reps).

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 Compare and contrast charismatic and
LO 5 transformational leadership

 Transformational leadership isn’

t equally effective
in all situations.
 It has a greater impact on the bottom line in
smaller,privately held firms than in more complex
organizations.
 It may be more effective when leaders can directly
interact with the workforce and make decisions
than when they report to an external board of
directors or deal with a complex structure.
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 Compare and contrast charismatic and
LO 5 transformational leadership

 The GLOBE study— of 18,000 leaders from 825

organizations in 62 countries— links a number of
elements of transformational leadership with
effective leadership,regardless of country.
 This conclusion is very important because it
disputes the contingency view that leadership style
needs to adapt to cultural differences.

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 Define authentic leadership and
LO 6 show why effective leaders
exemplify ethics and trust

 Authentic Leadership
 Leaders know who they are
 Know what they believe in and value
 Act on those values and beliefs openly and
candidly

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 Define authentic leadership and
LO 6 show why effective leaders
exemplify ethics and trust

 Ethics and Leadership

 Transformational leaders foster moral virtue
when they try to change the attitudes and
behaviors of followers.
 Unethical leaders use their charisma to enhance
power over followers,directed toward self-
serving ends.
 An example,when leaders give themselves
large bonuses while they seekto cut costs by
laying off long-time employees.
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 Define authentic leadership and
LO 6 show why effective leaders
exemplify ethics and trust

 Trust is a psychological state that exists when you

agree to make yourself vulnerable to another
because you have positive expectations about
how things are going to turn out.
 Trust is a primary attribute associated with
leadership.
 W hen trust is broken,it can have serious adverse
effects on a group’s performance.

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 Define authentic leadership and
LO 6 show why effective leaders
exemplify ethics and trust

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 Define authentic leadership and
LO 6 show why effective leaders
exemplify ethics and trust

 W hat Are the Consequences of Trust?

 Trust Encourages Taking Risks
 Trust Facilitates Information Sharing
 Trusting Groups Are More effective
 Trust Enhances Productivity

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 Demonstrate the role mentoring
LO 7 plays in our understanding of leadership

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 Demonstrate the role mentoring
LO 7 plays in our understanding of leadership

 You might assume mentoring is valuable for obj ective

outcomes like compensation and j ob performance,but
research suggests the gains are primarily psychological.
 Mentors may be effective not because of the functions
they provide,but because of the resources they can
obtain.
 Most evidence suggests that networkties,whether built
through a mentor or not,are a significant predictor of
career success.

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 Address challenges to the
LO 8 effectiveness of leadership

 Much of an organization’ s success or failure is due

to factors outside the influence of leadership. In
many cases,success or failure is j ust a matter of
being in the right or wrong place at a given time.
• The attribution theory of leadership says leadership
is merely an attribution people make about other
individuals.

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 Address challenges to the
LO 8 effectiveness of leadership

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 Address challenges to the
LO 8 effectiveness of leadership

 Online Leadership
 Needs research.
 Today’ s managers and employees are increasingly
linked by networks rather than geographic
proximity.
 Online leaders have to thinkcarefully about what
actions they want their digital messages to initiate.
 W riting skills are likely to become an extension of
interpersonal skills.
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 Address challenges to the
LO 8 effectiveness of leadership

 Selecting Leaders
 Items of consideration during selection include:
 Review specific requirements for the position.
 Personality tests can identify traits.
 High self-monitors are better at reading.
situations and adj
usting.
 High emotional intelligence should have
advantage.
 Experience is poor predictor of effectiveness.
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 Address challenges to the
LO 8 effectiveness of leadership

 Training Leaders
 Successful with high self-monitors more than low.
 Train people to develop “an understanding about
content themes critical to effective visions.”
 Teach skills such as trust building,mentoring,and
situational-analysis skills.
 Behavioral training can increase an individual’ s ability
to exhibit charismatic leadership qualities.
 Finally,leaders can be trained in transformational
leadership skills that have bottom-line results.
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 Summary and Implications for Managers

 Knowing what makes a good leader should thus be

valuable in improving group performance.
 Search for universal leadership traits failed.
 Behavioral approach’ s contribution was narrowing
leadership into task-oriented (initiating structure)
and people-oriented (consideration)styles.
 Research leadership has made contributions to
our understanding of leadership effectiveness.
 Tests and interviews help identify people with
leadership qualities.
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