Essentials of
Organizational Behavior, 10/e
Stephen P. Robbins & Timothy A. Judge
Chapter 11
Leadership
11-1
After studying this chapter, you should be able
to:
Define the leadership and contrast leadership and
management.
.1
Summarize the conclusions of trait and behavioral theories.
.2
Assess contingency theories of leadership by their level of
support.
.3
Compare and contrast charismatic leadership,
transformational leadership, and authentic leadership.
.4
Identify when leadership may not be necessary.
.5
Assess whether charismatic and transformational leadership
generalize across cultures.
.6
11-2
Leadership vs. Management
Leadership
About coping with change •
Establish direction with a •
vision.
Align resources and inspire •
workers to complete the
vision.
Management
About coping with •
complexity
Brings about order and •
consistency
Draws up plans, structures, •
and monitors results.
Leadership is the ability to influence a group
toward the achievement of a vision or a set of
goals.
11-3
Traditional Theories of Leadership:
Trait Theories
Differentiate leaders from non-leaders by
focusing on personal qualities and characteristics
Extraversion has strongest relation to leadership –
Conscientiousness and Openness to Experience also strongly –
related to leadership
Agreeableness and Emotional Stability are not correlated –
with leadership
11-4
Traditional Theories of Leadership:
Behavioral Theories
Behaviors can be taught – traits cannot
Leaders are trained – not born
11-5
Behavioral Theories:
Ohio State Studies
Developed two categories of
leadership behavior:
Initiating
Structure
Attempts to organize work,
work relationships, and goals
Consideration
Concern for followers’ comfort,
well-being, status, and
satisfaction
11-6
Behavioral Theories:
University of Michigan Studies
Developed two dimensions of
leadership behavior:
Production
Employee
Oriented
Oriented
Emphasize the technical or task
aspects of the job: people are
means to an end
Emphasize interpersonal
relations and accept individual
differences
11-7
Blake and Mouton’s
Leadership Grid®
Combination of Ohio State and University
of Michigan studies:
Concern for
Production
Concern for
People
Try to emphasize BOTH
11-8
Contingency Theories
Attempts to match leadership
style with work conditions:
Fiedler Model •
Leader-Member Exchange •
(LMX) Theory
11-9
Fiedler Leadership Model
Least-Preferred Co-worker (LPC)
determines leadership style (fixed trait)
Relationship oriented –
Task oriented –
Match leader’s style with degree of
situational control:
Leader-member relations –
Task structure –
Position power –
11-10
Fiedler Model: Matching Leaders to Situations
Either change leaders or the situation to improve effectiveness
11-11
Leader-Member Exchange (LMX)
Theory
Leaders treat followers differently •
In-group members: •
Close to leader in attitude or personality –
Have more of the leader’s attention –
Get special privileges –
Have higher performance ratings –
Lower turnover –
Greater satisfaction –
11-12
Leader-Member Exchange (LMX)
Model
While the leader does the choosing, it is the followers’ characteristics that
drive the decision
11-13
Contemporary Approaches to
Leadership
Leaders as communicators •
Framing the meaning of events •
Leaders inspire followers through •
words, ideas, and behaviors:
Charismatic Leadership –
Transformational Leadership –
Authentic Leadership –
11-14
Charismatic Leadership
Attributions of heroic
leadership abilities when
followers observe certain
behaviors:
Vision –
Personal Risk-taking –
Sensitivity toward Followers –
Extraordinary Behaviors –
11-15
Charismatic Leaders:
Born or Made?
Charisma can be created by:
Developing an aura of charisma –
Be optimistic •
Be passionately enthusiastic •
Commute with body, not just words •
Drawing others in – inspire others –
Tapping into emotions – bring out the –
potential in others
11-16
How Charismatic Leaders
Influence Followers
Articulate an appealing vision •
Communicates a new set of •
values
Model behaviors for those values •
Express dramatic behavior •
11-17
Charisma and Situational Dependency
Charisma strongly correlated to high •
performance and satisfaction
Best used when: •
Environment is uncertain or stressful –
Ideology is involved –
Most closely associated with upper level •
executives
11-18
The Potential Dark Side of Charismatic
Leadership
Use organizational resources •
for personal benefit
Remake companies in their •
own image
Allow self-interest and •
personal goals to override
organization’s goals
11-19
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
11-20
Full Range of Leadership Model
11-21
Why Transformational Leadership Works
Creativity
Followers are encouraged to be more innovative and
creative
Goals
Followers pursue more ambitious goals and have more
personal commitment to them
Vision
Engenders commitment from followers and greater sense
of trust
11-22
Transformational Vs. Charismatic
Leadership
Both positively related to motivation, •
satisfaction, performance, effectiveness,
and profitability
Transformational leadership MAY be a •
broader concept than charisma
The two forms may be the same •
11-23
Authentic Leadership: Ethics as the
Basis for Leadership?
Authentic leaders know who they are, what •
they believe in and value, and act on those
values and beliefs openly and candidly
Create trust –
Encourage open –
communication
Socialized Charismatic –
Leadership
11-24
Challenges to the
Leadership Construct
Attribution Theory of Leadership •
Performance outcomes are attributed to leaders actions –
Appearance has more to do with leadership than –
outcomes
Substitutes and Neutralizers •
Organizational variables can neutralize the leader’s –
influence or act as substitutes for leadership
Leader becomes irrelevant –
11-25
Finding and Creating
Effective Leaders
Selection: •
Personality tests for leadership traits –
Interviews to match relevant situation-specific experience –
to job situation
Training: •
Train those willing to change their behavior –
Teach general management skills –
Teach charismatic and transformational leadership skills – –
greatest organizational outcomes result
11-26
Global Implications
GLOBE Leadership Project Results:
Brazil – Leaders are participative and humane
France – Bureaucratic, task-oriented, and autocratic
Egypt – Participative but status-aware
China – Initiating structure and consideration important:
status differences but participation valued
Charisma and transformational leadership important in all
11-27
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
11-28
Keep in Mind…
Leaders can influence a group toward •
the achievement of goals
Best leaders are ethical and authentic in •
addition to being charismatic
In most cultures, charisma and vision are •
valued – although their means of
expression may differ
11-29
Summary
Defined the leadership and contrasted leadership and
management.
.1
Summarized the conclusions of trait and behavioral theories.
.2
Assessed contingency theories of leadership by their level of
support.
.3
Compared and contrasted charismatic leadership,
transformational leadership, and authentic leadership.
.4
Identified when leadership may not be necessary.
.5
Assessed whether charismatic and transformational
leadership generalized across cultures.
.6
11-30