Transcript Organizational Behavior _ Chapter 12

12 Leaders and Leadership
Understanding and
Managing
Organizational
Behavior
Fifth Edition
Image from opening case
Jennifer M. George
Gareth R. Jones
©2007 Prentice Hall
Learning Objectives
 Describe what leadership is, when leaders
are effective and ineffective, and the
difference among formal and informal
leaders
 Identify the traits that show the strongest
relationship to leadership, the behaviors
leaders engage in, and the limitations of the
trait and behavior models of leadership
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Learning Objectives
 Explain contingency models of leadership
and differentiate between four different
contingency approaches
 Describe why leadership is not always a
vital process in some work situations
because substitutes for leadership exist
 Discuss transformational leadership and
how it is achieved, explain how a leader’s
mood affects followers, and appreciate how
gender may affect leadership style
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A Sister Act
 What’s the sisters’
approach to
leadership?
 Claire’s stores
– Emphasis on
delegation
– Participative
leadership
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What Is Leadership?
Leadership is the exercise of influence
by one member of a group or
organization over other members to help
the group or organization achieve its
goals
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Leadership
 Leaders are individuals who exert influence
to help meet group goals
– Formal
– Informal
 Leader effectiveness is the extent to which a
leader actually does help
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Early Approaches to Leadership
 Leader Trait Approach
 Behavior Approach
 Fiedler’s Contingency Model
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The Leader Trait Approach
 Intelligence
 Task-relevant
knowledge
 Dominance
 Self-confidence
 Energy/activity
levels
 Tolerance for stress
 Integrity and
honesty
 Emotional maturity
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The Leader Behavior Approach
Consideration
Initiating
Structure
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The Behavior Approach
Leader
Reward
Behavior
12-10
Leader
Punishing
Behavior
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Exhibit 12.2 The Role of Traits
and Behaviors
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Fiedler’s Contingency Theory
of Leadership
 Leadership effectiveness determined by
– The characteristic of individuals
– The situations in which they find
themselves
 Distinct leader styles
– Relationship oriented
– Task oriented
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Measuring Leader Style
 Least preferred co-employee scale
– High LPC leaders = relationship-oriented
– Low LPC leaders = task-oriented
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Situational Characteristics
 Leader-Member Relations
 Task Structure
 Position Power
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Exhibit 12.3 Favorability of
Situations for Leading
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Exhibit 12.4 Fiedler’s
Contingency Theory
Relationship oriented
Task oriented
 Wants to be liked by
and to get along well
with subordinates
 Wants high
performance and
accomplishment of all
tasks
 Getting job done is
second priority
12-16
 Getting job done is
first priority
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Contemporary Perspectives
 Path-Goal Theory
 Vroom and Yetton Model
 Leader-Member Exchange Theory
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Path-Goal Theory
Path-goal theory describes how
leaders can motivate their followers to
achieve group and organizational goals
and the kinds of behaviors leaders can
engage in to motivate followers
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Guidelines for Path-Goal Theory
 Determine what outcomes subordinates are
trying to obtain in the workplace
 Reward subordinates for performing at a
high level or achieving their work goals by
giving them desired outcomes
 Make sure subordinates believe that they
can obtain their work goals and perform at a
high level
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Exhibit 12.5 Path-Goal Theory
 Effective leaders
– Motivate followers to achieve goals
– Ensure they have control over outcomes their
subordinates desire
– Reward subordinates for performing at a high
level
– Raise subordinate beliefs about ability to achieve
– Consider subordinate characteristics and type of
work
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Path-Goal Theory:
Types of Behaviors
Directive
Participative
12-21
Supportive
Achievement
Oriented
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Vroom and Yetton Model
12-22
Autocratic
Consultative
Group
Delegated
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Criteria for Decision-Making Style
 Nature of the tasks
 Level of task interdependence
 Output being produced
 Characteristics of the employees
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Exhibit 12.6
Leader-Member Exchange Theory
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Leadership
Substitutes and Neutralizers
 Characteristics of the subordinate
 Characteristics of the work
 Characteristics of the group
 Characteristics of the organization
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New Topics
 Transformational and Charismatic
Leadership
 Transactional Leadership
 Leader Mood
 Gender and Leadership
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Exhibit 12.7
Transformational Leadership
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Characteristics of
Transformational Leadership
Charisma
Transformational
Leader
Intellectual
Stimulation
12-28
Developmental
Consideration
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