Essentials of Organizational Behavior, 9/e
Stephen P. Robbins/Timothy A. Judge
Chapter 9
Leadership
11-1
After studying this chapter, you
should be able to:
1.
2.
3.
4.
5.
6.
7.
8.
9.
Contrast leadership and management
List the traits of effective leaders
Define and give examples of the Ohio State leadership
dimensions
Compare and contrast trait and behavioral theories
Describe Fiedler’s contingency model
Define the qualities of a charismatic leader
Contrast transformational with transactional leadership
Identify when leadership may not be necessary
Explain how to find and create effective leaders
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Leadership vs. Management
Leadership
• About coping with
change
• Establish direction,
align resources and
inspire
Management
• About coping with
complexity
• Brings about order
and consistency
Leadership is the ability to influence a group toward
the achievement of a vision or a set of goals.
11-3
Trait Theories
• Differentiate leaders from non-leaders by
focusing on personal qualities and characteristics
• Extroversion related strongest to leadership
• Conscientiousness and openness to experience
also strongly related to leadership
• Traits can predict leadership
• Traits are better at predicting leader emergence
than leader effectiveness
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Behavioral Theories
• Assumes people can be trained to lead
• Researched the behaviors of specific
leaders
• Provides the basis of
design for training
programs
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Ohio State Studies
• Developed two categories of leadership
behavior
 Initiating structure - attempts to organize work,
work relationships, and goals.Assigns group
member tasks, expects worker to maintain
standard and emphasises meeting deadlines.
 Consideration - concern for followers’ comfort,
well-being, status, and satisfaction. Mutual
trust, respect for employee ideas and regard for
their feeling.
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University of Michigan Studies
• Employee-oriented - emphasize
interpersonal relations
• Production-oriented - emphasize the
technical or task aspects of the job
• Employee-oriented behavior leads to
higher productivity and satisfaction
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Contingency Theories
• Fiedler Model
• Leader-Member Exchange
Theory
• Path-goal Theory
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Fiedler Leadership Model
• Effective group performance depends on
the proper match between the leader’s
style and the degree to which the situation
gives control to the leader
• Least-preferred co-worker (LPC)
questionnaire used to determine basic
leadership style (assumes this style is
fixed)- rate 1 to 16 scale on various
adjectives
11-9
Fiedler Contingency
Dimensions –Matching with
situation
• Dimensions define the key situational
factors that determine leadership
effectiveness:
 Leader-member relations – confidence,trust
and respect
 Task structure – structured/unstructured
 Position power –hiring,firing,salary increase
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Findings from the Fiedler Model
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Leader-Member Exchange
(LMX) Theory
• Leaders do differentiate among followers
• Disparities are far from random
• Followers with in-group status have:



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higher performance ratings
lower turnover intentions
greater satisfaction with their superiors
higher overall satisfaction than those in the
out-group
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Leader-Member Exchange (LMX)
Theory
11-13
Path-Goal Theory
• Leader’s job is to provide followers with the
information, support or other resources
necessary for them to achieve their goals
• Four leadership behaviors:
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Directive leader
Supportive leader
Participative leader
Achievement-oriented leader
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Path-Goal Theory
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Charismatic Leadership
Theory
• Followers make attributions of
heroic or extraordinary
leadership abilities when they
observe certain behaviors
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Key Characteristics of
Charismatic Leaders
11-17
How Charismatic Leaders
Influence Followers
• Articulates an appealing vision
• Communicates high performance expectations
and expresses confidence that followers can
attain them
• Conveys, through words and actions, a new set
of values and sets an example for followers to
imitate
• Engages in emotion-inducing behavior to
demonstrate courage and convictions about the
vision
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The Potential Dark Side of
Charismatic Leadership
• Leaders don’t necessarily act in the best
interest of the organization
• Use organizational resources for personal
benefit
• Remake companies in their own image
• Allow self-interest and personal goals to
override organization’s goals
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Transformational Leadership
• Transactional leaders - motivate their
followers in the direction of established
goals by clarifying role and task
requirements
• Transformational leaders - inspire followers
to transcend their own self-interests for the
good of the organization
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Transactional vs.
Transformational Leader
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Full Range of Leadership Model
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How Transformational Leadership
Works
• Followers are encouraged to be more
innovative and creative
• Followers pursue more ambitious goals
and have more personal commitment to
them
• Vision engenders commitment from
followers and greater sense of trust
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Authentic Leadership
• Authentic leaders know who they are, know what
they believe in and value, and act on those
values and beliefs openly and candidly
• If we’re looking for the
best possible leader, it is not
enough to be charismatic or
visionary – one must also be
ethical and create trust on
the part of followers
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Challenges to the Leadership
Construct
• Attribution theory of leadership says that
leadership is merely an attribution that
people make about other individuals
• Leaders don’t always have an impact on
follower outcomes due to organizational
variables that can neutralize the leader’s
influence or act as substitutes for
leadership
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Finding and Creating Effective
Leaders
• Selection:
 Personality test to look for traits associated
with leadership
 Match leaders to situations
• Training:
 Train those willing to change their behavior
 Can teach implementation skills and
transformational skills
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Implications for Managers
• Leaders influence group performance
• Leadership success depends somewhat on
having “the right stuff”
• Leadership depends on the situation
• Transformational skills becoming more
important
• Select and train based on traits and
qualities
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Summary
1.
2.
3.
4.
5.
6.
7.
8.
9.
Contrasted leadership and management
Listed the traits of effective leaders
Defined and gave examples of the Ohio State
leadership dimensions
Compared and contrasted trait and behavioral theories
Described Fiedler’s contingency model
Defined the qualities of a charismatic leader
Contrasted transformational with transactional
leadership
Identified when leadership may not be necessary
Explained how to find and create effective leaders
11-28