Robbins, Judge, and Vohra

Organizational Behavior
15th Edition

Leadership
Leadership

Kelli J. Schutte
Copyright © 2014 Dorling Kindersley (India) Pvt. Ltd William Jewell College
Authorized adaptation from the United States edition of Organizational
Behavior, 15e
12-1
Chapter
Chapter Learning
Learning Objectives
Objectives
 After studying this chapter, you should be able to:
– Define leadership and contrast leadership and management.
– Summarize the conclusions of trait theories of leadership.
– Identify the central tenets and main limitations of behavioral
theories.
– Assess contingency theories of leadership by their level of support.
– Compare and contrast charismatic and transformational leadership.
– Address challenges to the effectiveness of leadership.

12-2
What
What IsIs 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
 Both are necessary for
organizational success

12-3
Trait
Trait Theories
Theories of
of Leadership
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
 Essential Leadership Traits
– Extroversion
– Conscientiousness
– Openness
– Emotional Intelligence (Qualified)
 Traits can predict leadership, but they are better at
predicting leader emergence than effectiveness.

12-4
Behavioral
Behavioral Theories
Theories of
of Leadership
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

12-5
Important
Important Behavioral
Behavioral Studies
Studies

12-6
Contingency
Contingency Theories
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 adds this additional aspect to our

understanding leadership effectiveness studies

 Three key contingency models for leadership:

– Fiedler’s Model
– Hersey and Blanchard’s Situational Leadership Theory
– Path-Goal Theory

12-7
Fiedler
Fiedler Model
Model
 Effective group performance depends on the proper
match between leadership style and the degree to which
the situation gives the leader control.
– 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
12-8
 Graphic
Graphic Representation
Representation of
of Fiedler’s
Fiedler’s Model
Model

Used to
determine
which type
of leader
to use in a
given
situation

E X H I B I T 12-1
E X H I B I T 12-1

12-9
Assessment
Assessment of
of Fiedler’s
Fiedler’s Model
Model
 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

12-10
 Situational
Situational Leadership
Leadership Theory
Theory
 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
Ability to follow Willingness to Follow Leadership Behavior
Unable Unwilling Give clear and specific directions

Unable Willing Display high task orientation

Able Unwilling Use a supportive and participatory

style
Able Willing Doesn’t need to do much

12-11
House’s
House’s Path-Goal
Path-Goal Theory
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

12-12
Vroom
Vroomand
andYetton’s
Yetton’sLeader-Participation
Leader-ParticipationModel
Model
 How a leader makes decisions is as important as what is
decided
 Premise: Situational variables interact with leadership
attributes to impact the behavior of the leader.
– Leader behaviors must adjust to the way tasks are structured
in the organization.
– This is a normative model that tells leaders how participative
to be in their decision making of a decision tree
• Five leadership styles
• Twelve contingency variables

12-13
Leader-Member
Leader-Member Exchange
Exchange (LMX)
(LMX) Theory
Theory
In-Group Out-Group
• Members are • Managed by formal
similar to leader rules and policies
• In the leader’s • Receive less of the
inner circle of leader’s attention /
communication fewer exchanges
• Receives more • More likely to
time and attention retaliate against the
from leader organization
• Gives greater
responsibility and
rewards

12-14
Charismatic
Charismatic Leadership
Leadership
 Charisma means gift in Greek

12-15
Charismatic
Charismatic Leadership
Leadership
How do charismatic leaders influence followers?

12-16
 Transformational
Transformational Leaders
Leaders
 Inspire followers to transcend their self-interests for the good of the organization

12-17
Leadership
Leadership Model
Model

12-18