OB11 chapter 1 1 basic approaches to leadership

eleventh

organizational
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editi
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behav

stephen p. robbins


Chapter 11

Basic Approaches
to Leadership
ORGANIZATIONAL BEHAVIOR
S T E P H E N P. R O B B I N S
E L E V E N T H
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E D I T I O N

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PowerPoint Presentation
by Charlie Cook

OBJECTIVES
LEARNING

After studying this chapter,
you should be able to:
1. Contrast leadership and management.
2. Summarize the conclusions of trait theories.
3. Identify the limitations of behavioral theories.
4. Describe Fiedler’s contingency model.
5. Explain Hersey and Blanchard’s situational
theory.
6. Summarize leader-member exchange theory.

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11–3


O B J E C T I V E S (cont’d)
LEARNING

After studying this chapter,
you should be able to:
7. Describe the path-goal theory.
8. Identify the situational variables in the leaderparticipation model.

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11–4


What
What Is
Is Leadership?
Leadership?
Leadership
The ability to
influence a group
toward the
achievement of goals.
Management
Use of authority
inherent in designated
formal rank to obtain
compliance from
organizational
members.
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11–5


Trait
Trait Theories
Theories
Traits Theories of

Leadership
Theories that consider
personality, social,
physical, or
intellectual traits to
differentiate leaders
from nonleaders.

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Leadership
LeadershipTraits
Traits::
•• Ambition
Ambitionand
andenergy
energy
•• The
Thedesire
desireto
tolead
lead
•• Honest
Honestand
andintegrity
integrity
•• Self-confidence
Self-confidence
•• Intelligence

Intelligence
•• High
Highself-monitoring
self-monitoring
•• Job-relevant
Job-relevant
knowledge
knowledge
11–6


Trait
Trait Theories
Theories
Limitations
Limitations::
•• No
Nouniversal
universaltraits
traitsfound
foundthat
thatpredict
predict
leadership
leadershipin
inall
allsituations.
situations.
•• Traits
Traitspredict

predictbehavior
behaviorbetter
betterin
in“weak”
“weak”
than
than“strong”
“strong”situations.
situations.
•• Unclear
Unclearevidence
evidenceof
ofthe
thecause
causeand
andeffect
effect
of
ofrelationship
relationshipof
ofleadership
leadershipand
andtraits.
traits.
•• Better
Betterpredictor
predictorof
ofthe
theappearance
appearanceof

of
leadership
leadershipthan
thandistinguishing
distinguishingeffective
effective
and
ineffective
leaders.
and
ineffective
leaders.
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11–7


Behavioral
Behavioral Theories
Theories
Behavioral Theories of Leadership
Theories proposing that specific behaviors
differentiate leaders from nonleaders.

•• Trait
Traittheory:
theory:

Leaders
Leadersare
areborn,
born,not
notmade.
made.
•• Behavioral
Behavioraltheory:
theory:
Leadership
Leadershiptraits
traitscan
canbe
betaught.
taught.
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11–8


Ohio
Ohio State
State Studies
Studies
Initiating Structure
The extent to which a leader
is likely to define and
structure his or her role and
those of sub-ordinates in the

search for goal attainment.
Consideration
The extent to which a leader is likely to have
job relationships characterized by mutual
trust, respect for subordinate’s ideas, and
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for their
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11–9


University
University of
of Michigan
Michigan Studies
Studies
Employee-Oriented Leader
Emphasizing interpersonal relations; taking a
personal interest in the needs of employees
and accepting individual differences among
members.
Production-Oriented Leader
One who emphasizes
technical or task aspects of
the job.

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11–
10


The
The
Managerial
Managerial
Grid
Grid

(Blake
(Blakeand
andMouton)
Mouton)

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11–
11

E X H I B I T 11–1
E X H I B I T 11–1


Scandinavian

Scandinavian Studies
Studies
Development-Oriented Leader
One who values
experimentation, seeking new
ideas, and generating and
implementing change.
Researchers in Finland and Sweden
question whether there are only two
dimensions (production-orientation
and employee-orientation) that
capture the essence of leadership
behavior. Their premise is that in a
changing world, effective leaders
would exhibit development-oriented
behavior.

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11–
12


Contingency
Contingency Theories
Theories
Fiedler’s Contingency Model
The theory that effective groups depend on a
proper match between a leader’s style of

interacting with subordinates and the degree
to which the situation gives control and
influence to the leader.
Least Preferred Co-Worker (LPC)
Questionnaire
An instrument that purports to
measure whether a person is
task- or relationship-oriented.
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11–
13


Fiedler’s
Fiedler’s Model:
Model: Defining
Defining the
the Situation
Situation
Leader-Member Relations
The degree of confidence, trust, and respect
subordinates have in their leader.
Task Structure
The degree to which the job assignments are
procedurized.
Position Power
Influence derived from one’s formal structural
position in the organization; includes power to

hire,
discipline,
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14


Findings
Findingsfrom
fromFiedler
FiedlerModel
Model

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11–
15

E X H I B I T 11–2
E X H I B I T 11–2


Cognitive
Cognitive Resource

Resource Theory
Theory
Cognitive Resource Theory
A theory of leadership that states that stress
can unfavorably affect a situation and that
intelligence and experience can lessen the
influence of stress on the leader.
Research
ResearchSupport
Support: :
• • Less
Lessintelligent
intelligentindividuals
individualsperform
performbetter
betterininleadership
leadership
roles
rolesunder
underhigh
highstress
stressthan
thando
domore
moreintelligent
intelligent
individuals.
individuals.
• • Less
Lessexperienced

experiencedpeople
peopleperform
performbetter
betterininleadership
leadership
roles
rolesunder
underlow
lowstress
stressthan
thando
domore
moreexperienced
experiencedpeople.
people.

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11–
16


Hersey
Hersey and
and Blanchard’s
Blanchard’s Situational
Situational Leadership
Leadership
Theory

Theory
Situational Leadership Theory (SLT)
A contingency theory that focuses on
followers’ readiness.
Unable and
Unwilling

Unable but
Willing

Able and
Unwilling

Able and
Willing

Follower readiness:
ability and willingness
Leader: decreasing need
for support and supervision
Directive

High Task and Relationship
Orientations

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Supportive
Participative

Monitoring

11–
17


Leadership
Leadership Styles
Styles and
and Follower
Follower Readiness
Readiness
(Hersey
(Hersey and
and Blanchard)
Blanchard)
Follower
Readiness
Able

Unwilling

Supportive
Participative

Willing

Monitoring

Leadership
Styles

Unable

Directive

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High Task
and
Relationship
Orientations

11–
18


Leader–Member
Leader–Member Exchange
Exchange Theory
Theory
Leader-Member Exchange (LMX) Theory
Leaders create in-groups and out-groups, and
subordinates with in-group status will have
higher performance ratings, less turnover,
and greater job satisfaction.

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11–
19


Leader-Member
Leader-Member Exchange
Exchange Theory
Theory

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11–
20

E X H I B I T 11–3
E X H I B I T 11–3


Path-Goal
Path-Goal Theory
Theory
Path-Goal Theory
The theory that it is the
leader’s job to assist followers
in attaining their goals and to
provide them the necessary
direction and/or support to

ensure that their goals are
compatible with the overall
objectives of the group or
organization.
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11–
21


The
The Path-Goal
Path-Goal Theory
Theory

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11–
22

E X H I B I T 11–4
E X H I B I T 11–4


Leader-Participation
Leader-Participation Model
Model
Leader-Participation Model (Vroom and Yetton)

A leadership theory that provides a set of
rules to determine the form and amount of
participative decision making in different
situations.

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11–
23


Contingency
Contingency Variables
Variables in
in the
the Revised
Revised
Leader-Participation
Leader-Participation Model
Model
1.
2.
3.
4.
5.
6.
7.

Importance of the decision

Importance of obtaining follower commitment to the decision
Whether the leader has sufficient information to make a good decision
How well structured the problem is
Whether an autocratic decision would receive follower commitment
Whether followers “buy into” the organization’s goals
Whether there is likely to be conflict among followers over solution
alternatives
8. Whether followers have the necessary information to make a good decision
9. Time constraints on the leader that may limit follower involvement
10. Whether costs to bring geographically dispersed members together is
justified
11. Importance to the leader of minimizing the time it takes to make the decision
12. Importance of using participation as a tool for developing follower decision
skills

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11–
24

E X H I B I T 11–5
E X H I B I T 11–5