eleventh edition

organizational behavior

stephen p. robbins
 Chapter
Chapter11
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 E D I T I O N
© 2005 Prentice Hall Inc. WWW.PRENHALL.COM/ROBBINS PowerPoint
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by Charlie
Charlie Cook
Cook
 After
After studying
studying this
this chapter,
OBJECTIVES
chapter,
you
you should
should be
be able
able to:
to:
1. Contrast leadership and management.
2. Summarize the conclusions of trait theories.
LEARNING

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.

© 2005 Prentice Hall Inc. All rights reserved. 11–3

 After
After studying
studying this
this chapter,
O B J E C T I V E S (cont’d)
chapter,
you
you should
should be
be able
able to:
to:
7. Describe the path-goal theory.
8. Identify the situational variables in the leader-
participation model.
LEARNING

© 2005 Prentice Hall Inc. All rights reserved. 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.

© 2005 Prentice Hall Inc. All rights reserved. 11–5

 Trait
Trait Theories
Theories

Traits Theories of Leadership

LeadershipTraits
Traits::
Leadership
•• Ambition
Ambitionand
andenergy
energy
Theories that consider
•• The
Thedesire
desireto
tolead
lead
personality, social,
physical, or intellectual •• Honest
Honestand
andintegrity
integrity
traits to differentiate •• Self-confidence
leaders from nonleaders. Self-confidence
•• Intelligence
Intelligence
•• High
Highself-monitoring
self-monitoring
•• Job-relevant
Job-relevant
knowledge
knowledge
© 2005 Prentice Hall Inc. All rights reserved. 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
leadershipandandtraits.
traits.
•• Better
Betterpredictor
predictorof
ofthe
theappearance
appearanceofof
leadership
leadershipthan
thandistinguishing
distinguishingeffective
effective
and
andineffective
ineffectiveleaders.
leaders.
© 2005 Prentice Hall Inc. All rights reserved. 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.

© 2005 Prentice Hall Inc. All rights reserved. 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 regard for their feelings.

© 2005 Prentice Hall Inc. All rights reserved. 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.

© 2005 Prentice Hall Inc. All rights reserved. 11–10

 The
The
Managerial
Managerial
Grid
Grid
(Dr.
(Dr.Robert
RobertR.R.Black
Black
and Dr. Jane Srygley
and Dr. Jane Srygley
Mouton
Moutonduring
during1950
1950&&
1960s)
1960s)

E X H I B I T 11–1
E X H I B I T 11–1

© 2005 Prentice Hall Inc. All rights reserved. 11–11

 The
The Managerial
Managerial Grid
Grid (another
(another look…)
look…)

© 2005 Prentice Hall Inc. All rights reserved. 11–12

 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.

© 2005 Prentice Hall Inc. All rights reserved. 11–13

 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.

© 2005 Prentice Hall Inc. All rights reserved. 11–14

 Least
Least preferred
preferred co-worker
co-worker (LPC)
(LPC)

Unfriendly 1 2 3 4 5 6 7 8 Friendly
Uncooperative 1 2 3 4 5 6 7 8 Cooperative
Hostile 1 2 3 4 5 6 7 8 Supportive

.... 1 2 3 4 5 6 7 8 ....

Guarded 1 2 3 4 5 6 7 8 Open

© 2005 Prentice Hall Inc. All rights reserved. 11–15

 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,
fire, discipline, promote, and give salary increases.
© 2005 Prentice Hall Inc. All rights reserved. 11–16
 Findings
Findingsfrom
fromFiedler
FiedlerModel
Model

E X H I B I T 11–2
E X H I B I T 11–2

© 2005 Prentice Hall Inc. All rights reserved. 11–17

 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.
© 2005 Prentice Hall Inc. All rights reserved. 11–18
 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 Unable but Able and Able and
Unwilling Willing Unwilling Willing

Follower readiness:
ability and willingness

Leader: decreasing need

for support and supervision

Directive High Task and Relationship Supportive Monitoring

Orientations Participative

© 2005 Prentice Hall Inc. All rights reserved. 11–19

 Leadership
Leadership Styles
Styles and
and Follower
Follower Readiness
Readiness
(Hersey
(Hersey and
and Blanchard)
Blanchard)
Follower Unwilling Willing
Readiness

Able Supportive
Monitoring
Participative

Leadership
Styles
High Task
Unable Directive and
Relationship
Orientations

© 2005 Prentice Hall Inc. All rights reserved. 11–20

 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.

© 2005 Prentice Hall Inc. All rights reserved. 11–21

 Leader-Member
Leader-Member Exchange
Exchange Theory
Theory

E X H I B I T 11–3
E X H I B I T 11–3

© 2005 Prentice Hall Inc. All rights reserved. 11–22

 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.

© 2005 Prentice Hall Inc. All rights reserved. 11–23

 The
The Path-Goal
Path-Goal Theory
Theory

E X H I B I T 11–4
E X H I B I T 11–4

© 2005 Prentice Hall Inc. All rights reserved. 11–24

 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.

© 2005 Prentice Hall Inc. All rights reserved. 11–25

 Contingency
Contingency Variables
Variables in
in the
the Revised
Revised
Leader-Participation
Leader-Participation Model
Model
1. Importance of the decision
2. Importance of obtaining follower commitment to the decision
3. Whether the leader has sufficient information to make a good decision
4. How well structured the problem is
5. Whether an autocratic decision would receive follower commitment
6. Whether followers “buy into” the organization’s goals
7. 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
E X H I B I T 11–5
E X H I B I T 11–5

© 2005 Prentice Hall Inc. All rights reserved. 11–26