Professional Documents
Culture Documents
4.1 Leadership
4.1 Leadership
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
All rights reserved. Presentation
by Charlie Cook
What Is 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.
11–2
Trait Theories
Traits Theories of
Leadership Leadership Traits:
• Ambition and energy
Theories that consider
personality, social, • The desire to lead
physical, or intellectual • Honest and integrity
traits to differentiate
• Self-confidence
leaders from nonleaders.
• Intelligence
• High self-monitoring
• Job-relevant
knowledge
11–3
Trait Theories
Limitations:
• No universal traits found that predict
leadership in all situations.
• Traits predict behavior better in “weak”
than “strong” situations.
• Unclear evidence of the cause and effect
of relationship of leadership and traits.
• Better predictor of the appearance of
leadership than distinguishing effective
and ineffective leaders.
11–4
Behavioral Theories
• Trait theory:
Leaders are born, not made.
• Behavioral theory:
Leadership traits can be taught.
11–5
Ohio State 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.
11–6
University of Michigan 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.
11–7
Scandinavian Studies
Development-Oriented Leader
One who values experimentation,
seeking new ideas, and generating
and implementing change.
11–8
Contingency Theories
11–9
Fiedler’s Model: Defining the 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.
11–10
Cognitive Resource Theory
Research Support:
• Less intelligent individuals perform better in leadership
roles under high stress than do more intelligent
individuals.
• Less experienced people perform better in leadership
roles under low stress than do more experienced people.
11–11
Hersey and Blanchard’s Situational Leadership
Theory
Follower readiness:
ability and willingness
11–12
Leadership Styles and Follower Readiness
(Hersey and Blanchard)
Able Supportive
Monitoring
Participative
Leadership
Styles
High Task
Unable Directive and
Relationship
Orientations
11–13
Path-Goal 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.
11–14
Leader-Participation Model
11–15
CONTEMPORARY THEORIES
Leader – Member Exchange (LMX) Theory
Charismatic Leadership
Transactional & Transformational Leadership
Leader–Member Exchange Theory