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Chapter 12: Basic Approaches To Leadership

The document discusses several theories of leadership including trait, behavioral, and contingency theories. Trait theories examine personality traits that differentiate leaders, while behavioral theories focus on specific leader behaviors. Contingency theories consider how the environment impacts leadership effectiveness. The document also outlines models like Fiedler's, situational leadership theory, and path-goal theory.

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350 views14 pages

Chapter 12: Basic Approaches To Leadership

The document discusses several theories of leadership including trait, behavioral, and contingency theories. Trait theories examine personality traits that differentiate leaders, while behavioral theories focus on specific leader behaviors. Contingency theories consider how the environment impacts leadership effectiveness. The document also outlines models like Fiedler's, situational leadership theory, and path-goal theory.

Uploaded by

syedhassam
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© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Robbins & Judge

Organizational Behavior 12-0

13th Edition

CHAPTER 12: BASIC


APPROACHES TO
LEADERSHIP

© 2009 Prentice-Hall Inc. All rights reserved.


What Is Leadership?
12-1

 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.


Trait Theories of Leadership
12-2

 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.


Behavioral Theories of Leadership
12-3

 Theories proposing that specific behaviors


differentiate leaders from non leaders
 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.


Important Behavioral Studies
12-4

 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 – emphasize interpersonal relationships and is
the most powerful dimension
 Production-oriented – emphasize the technical aspects of the job

 The dimensions of the two studies are very similar

© 2009 Prentice-Hall Inc. All rights reserved.


Blake and Mouton’s Managerial Grid®
12-5

 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

Exhibit 12-1

© 2009 Prentice-Hall Inc. All rights reserved.


Contingency Theories
12-6

 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.


Fiedler Model
12-7

 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
Exhibit 12-2

© 2009 Prentice-Hall Inc. All rights reserved.


Assessment of Fiedler’s Model
12-8

 Positives:
 Considerable evidence supports the model, especially if the
original eight situations are grouped into three
 Problems:
 The logic behind the LPC scale is not well understood
 LPC scores are not stable
 Contingency variables are complex and hard to determine

© 2009 Prentice-Hall Inc. All rights reserved.


Hersey & Blanchard’s Situational Leadership
12-9

 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.


House’s Path-Goal Theory
12-
10

 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.


Path-Goal Model
12-
11

 Two classes of contingency variables:


 Environmental are outside of employee control

 Subordinate factors are internal to employee

 Mixed support in the research findings

Exhibit 12-4

© 2009 Prentice-Hall Inc. All rights reserved.


Global Implications
12-
12

 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

© 2009 Prentice-Hall Inc. All rights reserved.


Summary and Managerial Implications
12-
13

 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

© 2009 Prentice-Hall Inc. All rights reserved.

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