Transcript Slide 1

PowerPoint Presentation
to accompany
Organizational Behavior
11th Edition
Don Hellriegel and John W. Slocum, Jr.
Chapter 8—Leading Effectively: Foundations
Prepared by
Argie Butler
Texas A&M University
1/22
Learning Objectives for Leading
Effectively: Foundations
 Describe the role of power and political behavior in the
leadership process.
 Describe two traditional models of leadership: traits and
behavioral.
 Explain the Situational Leadership® Model.
 Discuss the Vroom-Jago time-driven leadership model.
Chapter 8: PowerPoint 8.1
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What is Leadership
Developing ideas and vision
Making hard
decisions
about
human and
other
resources
Living by
values that
support
Leadership
those ideas
and that
vision
Influencing others to
embrace them in their own
behaviors
Chapter 8: PowerPoint 8.2
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Leaders Use of Power
Reward Power
Expert
Power
Legitimate
Power
Coercive
Power
Referent
Power
Chapter 8: PowerPoint 8.3
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Political Behavior
Attempts by individuals to influence the behaviors of others
and the course of events in the organization in order to protect
their self-interests, meet their own needs, and advance their
own goals.
Organizational Politics
Actions by individuals, teams, or leaders to acquire, develop,
and use power and other resources in order to obtain
preferred outcomes.
Chapter 8: PowerPoint 8.4
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Some Drivers of Political Behavior
 Disagreements over goals
 Different ideas about the organization and its problems
 Different information about the situation
 Need to allocate scarce resources
 Decision-making procedures and performance
measures are uncertain and complex
 Reward system that fosters it
Chapter 8: PowerPoint 8.5
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Traits Model of Leadership
Intelligence
Integrity
Traits of
most
successful
leaders
Maturity
and
breadth
Achievement drive
Chapter 8: PowerPoint 8.6
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Inadequacies of the Traits Model
of Leadership
 No consistent patterns between traits and
leader effectiveness
 Physical characteristics are more likely
related to situational factors
 Leadership is more complex than the trait
approach assumes
Chapter 8: PowerPoint 8.7
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Behavioral Model of Leadership
Focuses on what leaders actually do and how they do it
 Consideration
Extent to which the leader has relationships with
subordinates that are characterized by mutual
trust, two-way communication, respect for
employees’ ideas, and empathy for their feelings
 Initiating structure
Extent to which a leader defines and prescribes
the roles of subordinates in order to set and
accomplish goals in their areas of responsibility
Chapter 8: PowerPoint 8.8
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When Is Consideration Effective?
Followers desire participative
leadership
Followers feel
minimal status
differences
should exist
between them
and the leader
Routine tasks
prevent job
satisfaction
Team members
must learn
something new
Involvement in decision
making affects employees’
job performance
Chapter 8: PowerPoint 8.9
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When Is Initiating Structure Effective?
Output pressure is imposed
by someone other than the
leader
More than 12
employees report
to the leader
Task satisfies
employees
Employees rely
on leader for
direction and
information
Employees are
predisposed toward
directive leadership
Chapter 8: PowerPoint 8.10
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Situational Leadership Model
The style of leadership should be matched to
the level of readiness of the followers
Task behavior
 The extent to which a leader uses one way communication, spells
out duties, and tells followers where, when, and how to do it
Relationship behavior
 The extent to which a leader uses two-way communication,
listens, encourages, involves followers in decision making, and
gives emotional support
Follower readiness
 Ability to set high but attainable task-related goals and a
willingness to accept responsibility for reaching them
Chapter 8: PowerPoint 8.11
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Use of Styles in Situational
Leadership Model
 Delegating Style
Use when follower
readiness is high
 Participating Style
Use when follower
readiness is
moderately high
Chapter 8: PowerPoint 8.12
 Telling Style
Use when follower
readiness is low
 Selling Style
Use when follower
readiness is
moderately low
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The Situation Leadership® Model (Figure 8.2)
(Part I)
FOLLOWER READINESS
High
Moderate
Low
R4
R3
R2
R1
Able and
willing or
confident
Able but
unwilling or
insecure
Unable but
willing or
confident
Unable and
unwilling or
insecure
Follower
Directed
Leader
Directed
Source: P. Hersey, et al. Management of Organizational Behavior: Leading Human
Resources, 8th ed. (Upper Saddle River, NJ: Prentice Hall, 2001), p. 182. Copyright © 2001,
Center for Leadership Studies, Escondido, CA. Used with permission.
Chapter 8: PowerPoint 8.13
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The Situation Leadership® Model (Figure 8.2)
(Part II)
S3
S2
Share ideas
and facilitate
in decision
making
Explain decisions
and provide
opportunity for
clarification
Low Rel
Low Task
(low)
Relationship Behavior
(Supportive Behavior)
(high)
LEADERSHIP BEHAVIOR
(low)
Chapter 8: PowerPoint 8.13
High Rel
Low Task
High Task
High Rel
S4
S1
Turn over
responsibility
for decisions
and implementation
Provide
specific
instructions
and closely
supervise
performance
Task Behavior
(Directive Behavior)
High Task
Low Rel
®
(high)
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Implications of Situational Leadership
Model
 Easily understood model with clear recommendations
 Must constantly monitor employees’ readiness levels
Style should be changed to fit changing situations
Chapter 8: PowerPoint 8.14
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Limitations of Situational Leadership
Model
 Difficulty in addressing different readiness levels in
a team situation
 Follower readiness is the only contingency variable
used
 Some leaders may not be able to easily adapt their
styles to fit the situation
 Not strongly supported by scientific research
Chapter 8: PowerPoint 8.15
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Vroom-Jago Time-Driven Leadership
Model
Prescribes a leader’s choice(s) among five leadership styles based on seven
situational factors, recognizing the time requirements and costs associated
with each style
Five Core Leadership Styles
 Decide Style
 Consult Individually Style
 Consult Group Style
 Facilitate Style
 Delegate Style
Chapter 8: PowerPoint 8.16
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Situational Variables in Vroom-Jago
Time-Driven Leadership Model
 Decision significance
 Importance of Commitment
 Leader expertise
 Likelihood of commitment
 Team support
 Team expertise
 Team competence
Chapter 8: PowerPoint 8.17
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Team
Competence
Team
Expertise
Team
Support
Likelihood of
Commitment
Leader
Expertise
Importance of
Commitment
Decision
Significance
Vroom-Jago Time-Driven Leadership Model
Source: Vroom,
V.H.
Leadership
and decisionmaking.
Organizational
Dynamics,
Spring 2000,
82-94.
Problem Statement
H
H
L
H
H
L
H
L
Note: Dashed line ( )
Means not a factor.
Decide
Delegate
Consult Group
L
H
H
H
H
H
H
L
L
Facilitate
Consult Individually
L
L
L
H
H
H
L
Facilitate
Consult Group
L
L
H
L
H
L
H
L
H
L
Consult Individually
L
H
L
H
L
Chapter 8: PowerPoint 8.18
L
Decide
Facilitate
H
L
Decide
Delegate
Facilitate
Decide
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Implications of the Vroom-Jago TimeDriven Leadership Model
 Consistent with knowledge about group and
team behaviors
 With correct diagnosis, leaders can more
easily match their style to the demands of the
situation
Chapter 8: PowerPoint 8.19
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Limitations of Vroom-Jago
Time-Driven Leadership Model
 Most subordinates desire to participate in job-related
decisions regardless of the model’s recommendation
 Certain leader competencies are critical for the
effectiveness of different leadership styles
 Decisions are assumed to be single process rather than
multiple cycle or part of a larger solution
Chapter 8: PowerPoint 8.20
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