Transcript Robbins & Judge Organizational Behavior 13e

Robbins & Judge
Organizational Behavior
13th Edition
Basic Approaches to Leadership
Bob Stretch
Southwestern College
© 2009 Prentice-Hall Inc. All rights reserved.
12-0
Chapter 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.
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12-1
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
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12-2
Trait 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.
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12-3
Behavioral 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
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12-4
Important 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
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12-5
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
E X H I B I T 12-1
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12-6
Contingency 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
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12-7
Fiedler 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
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12-8
Graphic Representation of Fiedler’s Model
Used to
determine
which type
of leader
to use in a
given
situation
E X H I B I T 12-2
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12-9
Assessment of Fiedler’s 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
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12-10
Fiedler’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
Intellectual
Abilities
Stress Level
• Low
• High
• Effective
• Ineffective
Leader’s
Experience
• Ineffective
• Effective
 Research is supporting the theory.
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12-11
Hersey & 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
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12-12
House’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
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12-13
Path-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
E X H I B I T 12-4
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12-14
Leader-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
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12-15
LMX Model
 How groups are assigned is unclear
– Follower characteristics determine group membership
 Leaders control by keeping favorites close
 Research has been generally supportive
E X H I B I T 12-3
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12-16
Yroom 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
E X H I B I T 12-5
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12-17
Global 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
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Summary 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
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