Chapter Learning Objectives
After studying this chapter you should be able to:
1. Identify and describe contemporary situational theories
of leadership.
2. Discuss leadership through the eyes of followers.
3. Identify and describe alternatives to leadership.
4. Describe the changing nature of leadership.
5. Identify and discuss emerging issues in leadership.
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13–2
Contemporary Situational Theories
• New situational theories have evolved from
LPC theory, Path-Goal theory, and the Decision
Tree Model:
–The Leader-Member Exchange Model
–The Hersey and Blanchard Model
–Attributions of Leadership
–Updated versions of the original models
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permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
13–3
Contemporary Situational Theories (cont’d)
• The Leader-Member Exchange Model
(Graen and Dansereau)
–Suggests that leaders form unique independent
relationships with each of their subordinates
• Each superior-subordinate pair is termed a “vertical dyad.”
• Supervisors establish a close working relationship with a
small number of trusted subordinates referred to as the
“in-group.”
• Subordinates who are not a part of the “in-group” are called
the “out-group”, and they receive less of the supervisor’s
time and attention.
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13–4
FIGURE 13.1
The Leader-Member Exchange (LMX) Model
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permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
13–5
Contemporary Situational Theories (cont’d)
• The Hersey and Blanchard Model
–Suggests that leader behaviors should vary in
response to the “readiness” of followers
• As follower readiness (i.e., subordinate’s degree of
motivation, competence, experience, and interest in
accepting responsibility) improves, the leader’s
relationship style should change from telling to selling
to participation to delegating while the leader’s task
behavior (initially high) should diminish over time.
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13–6
FIGURE 13.2
The Hersey and Blanchard Theory of Leadership
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13–7
Leadership Through the Eyes of Followers
Approaches to Leadership
Transformational
Leadership
Charismatic
Leadership
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Attributions of
Leadership
13–8
Leaders as Followers See Them
Transformational
Leadership
The set of abilities that allows the leader to
recognize the need for change, to create a
vision to guide that change, and to execute the
change effectively.
Charismatic
Leadership
Charisma is a personal characteristic of the
leader which inspires support and acceptance.
Leadership is based on leader’s personal
charisma.
Attribution
Perspective of
Leadership
Holds that when behaviors are observed in a
context associated with leadership, others may
attribute varying levels of leadership ability or
power to the person displaying those behaviors.
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permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
13–9
FIGURE 13.3
The Charismatic Leader
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13–10
Alternatives to Leadership
Alternatives to
Leadership
Leadership
Substitutes
Leadership
Neutralizers
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13–11
Table 13.1
Substitutes and Neutralizers for Leadership
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13–12
The Changing Nature of Leadership
• Leaders as Coaches
–New Role: Leader as Mentor
• Helps select team members and other new
employees
• Provides general direction
• Helps train/develop the team and member skills
• Helps acquire information/resources
• Helps resolve conflict and mediate disputes
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13–13
The Changing Nature of Leadership (cont’d)
• Gender and Leadership
–Stereotyping of styles is no longer valid
–Women tend to be more democratic decision makers;
men more autocratic
–Women may have stronger interpersonal skills
–Women may confront more opposition and therefore
involve others in decision making to reduce conflict
• Cross-Cultural Leadership
–Culture encompasses both international differences
and diversity-based differences within one culture
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13–14
International Leadership
and Project GLOBE
Charismatic/
value-based
leadership
Team-oriented
leadership
Humane-oriented
leadership
International
Leadership
Behaviors
Participative
leadership
Autonomous
leadership
Self-protective
leadership
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13–15
Emerging Issues in Leadership
Leadership Issues
Strategic
Leadership
Ethical
Leadership
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Virtual
Leadership
13–16
Emerging Issues in Leadership (cont’d)
• Strategic Leadership
–Requires that leaders be capable of:
• Understanding the complexities of both the organization and
its environment
• Leading change in the organization to achieve and maintain a
superior alignment between the organization and its
environment
–Managerial requirements:
• Encompassing understanding of the organization
• Firm grasp of the organization’s environment
• Awareness of firm’s alignment with the environment
• Ability to improve the alignment
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13–17
Emerging Issues in Leadership (cont’d)
• Why Ethical Leadership Is Essential
–Increasing pressure for high ethical standards for
leadership positions
–Increasing pressure to hold leaders accountable for
their actions
–Increasing environmental pressure for stronger
corporate governance models
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permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
13–18
Emerging Issues in Leadership (cont’d)
• Virtual Leadership Challenges
–Changes in leadership and mentoring as in-person
contact replaces virtual contact
–Less nonverbal communication
–Increasing importance of e-mail’s role in conveying
appreciation, reinforcement, and constructive
feedback
–Face-to-face leadership skills become critical as
opportunities decrease for direct contact
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13–19
Organizational Behavior in Action
• After reading the chapter:
–What behavior do you most readily identify as
“leadership”?
–What could substitute for a professor’s leadership in the
classroom? (Think lower tuition ☺!!!)
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permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
13–20