MBA 501

Principles of Management &

Organizational Behavior
[Chapter 12*]

Hanif Mahtab
email: hanif@iub.edu.bd


 Basic Approaches to Leadership

Organizational Behavior
S P Robbins & T A Judge

Chapter 12
 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 om
organizational members

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 Trait Theories
Traits Theories of Leadership
Theories that consider personality, social, physical, or inte ectual traits to di erentiate leaders om
nonleaders
Limitations
No universal traits found that predict leadership in all 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
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 Behavioral Theories
Behavioral Theories of Leadership
Theories proposing that speci c behaviors di erentiate leaders om nonleaders
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 Behavioral Approach
Ohio State Studies/University of Michigan
Initiating Structure/Production Orientation
Consideration/Employee Orientation

Assumption: Leaders can be trained

Goal: Develop leaders

Problem: Effective behaviors do not generalize across situations.

 Behavioral Approach (cont.)

Ohio State Studies: two dimensions that substantially account for most leadership
behavior
Initiating Structure
The extent to which a leader is likely to define and structure his or her role and those of
subordinates 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 his/her feelings

 Behavioral Approach (cont.)

University of Michigan Studies: focused on behavioral characteristics related to
measures of performance effectiveness
Production-oriented Leader
One who emphasizes technical or task aspects of the job
Employee-oriented Leader
Emphasizing interpersonal relations; taking a personal interest in the needs of employees and
accepting individual di erences among members
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 Behavioral Approach (cont.)

The Managerial Grid (Blake and Mouton)
 Contingency Theories
A Consider the Situation
Fiedler Contingency Model
Cognitive Resource Theory
Hersey and Blanchard’s Situational Leadership Model
Path Goal Theory
Assumptions underlying the different models:
Fiedler: Leader’s style is fixed.
Other’s: Leader’s style can and should be changed.
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 Fiedler Model: The Leader

Assumption Leader-Member Relations

Leader’s style is xed and can be The degree of con dence, trust, and respect
subordinates have in their leader
measured by the least preferred co-
Task Structure
worker (LPC) questionnaire.
The degree to which the job assignments are
LPC Questionnaire: The way in
procedurized
which a leader wi evaluate a co-
Position Power
worker who is not liked; this wi
In uence derived om one’s formal structural
indicate whether the leader is task-
position in the organization; includes power to hire,
or relationship-oriented. re, discipline, promote, and give salary increases
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Fiedler Model: The Leader (cont.)
 Cognitive Resource Theory
Cognitive Resource Theory
A theory of leadership that states that the level of stress in a situation is what impacts whether a leader’s
intelligence or experience wi be more e ective.
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.

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 Hersey and Blanchard Situational Model

Considers Leader Behaviors (Task and Relationship)

Assumes leaders can change their behaviors
Considers Followers as the Situation
Fo ower task maturity (ability and experience)
Fo ower psychological maturity (wi ingness to take responsibility)
Assumptions
Leaders can and should change their style to t their fo owers’ degree of readiness (wi ingness and
ability)
Therefore, it is possible to train leaders to better t their style to their fo owers.
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 Hersey and Blanchard Situational Model (cont.)

Situational Leadership Theory (SLT)

A contingency theory that focuses on fo owers’ readiness; the more “ready” the fo owers (the more wi ing
and able) the less the need for leader support and supervision.

LOW Amount of Follower Readiness HIGH

Amount of
Leader Support &
HIGH Supervision Required
LOW

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 Leader-Member Exchange Theory

Leader-Member Exchange (LMX) Theory

Leaders select certain followers to be “in” (favorites) based on competence and/or
compatibility and similarity to leader
“Exchanges” with these “in” followers will be higher quality than with those who
are “out”
Result
“In” subordinates wi have higher performance ratings, less turnover, and greater job satisfaction.

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Leader-Member Exchange Theory (cont.)

 Path-Goal Theory
Premise
Leader must help followers attain goals and reduce roadblocks to success
Leaders must change behaviors to fit the situation (environmental contingencies and
subordinate contingencies)
Path-Goal Theory (cont.)
 Transactional and Transformational Leadership

Transactional Leaders Transformational Leaders

Leaders who guide or motivate their Leaders who provide the four “I’s”
fo owers in the direction of established goals (individualized consideration, inspirational
by clarifying role and task requirements motivation, idealized in uence, and
Characteristics inte ectual stimulation)
Contingent Reward
Management by Exception (active) Characteristics
Management by Exception (passive) Idealized In uence
Laissez-Faire
Inspirational Motivation
Inte ectual Stimulation
Individual Consideration
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Full Range of Leadership Model
 Authentic Leaders and Ethical Behavior

Authentic leaders
They know who they are, what they believe in and value, and act on those values openly and candidly.
Fo owers see them as ethical.

Ethical leaders
They use ethical means to get fo owers to achieve their goals, and the goals themselves are ethical.

Actions of Ethical Leadership

Work to positively change the attitudes and behaviors of employees
Engage in socia y constructive behaviors
Do not abuse power or use improper means to attain goals
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 Trust: The Foundation of Leadership

Trust Dimensions of Trust

A positive expectation that another wi
not—through words, actions, or decisions
—act opportunistically
Trust is a history-dependent process
(familiarity) based on relevant but limited
samples of experience (risk)

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 Three Types of Trust
Deterrence-based Trust
Trust based on fear of reprisal if the trust is violated
Knowledge-based Trust
Trust based on behavioral predictability that comes om a history of interaction
Identi cation-based Trust
Trust based on a mutual understanding of one another’s intentions and appreciation of the other’s wants
and desires
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 Basic Principles of Trust
Mistrust drives out trust.
Trust begets trust.
Growth often masks mistrust.
Decline or downsizing tests the highest levels of trust.
Trust increases cohesion.
Mistrusting groups self-destruct.
Mistrust genera y reduces productivity.
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 Contemporary Leadership Roles

Team Leadership Roles Mentoring Activities

Act as liaisons with external constituencies Present ideas clearly
Serve as troubleshooters Listen we
Managing con ict Empathize
Coaching to improve team member Share experiences
performance Act as role model
Share contacts
Provide political guidance
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 Contemporary Leadership Roles (cont.)

Creating Self-Leadership
Model self-leadership
Encourage employees to create self-set goals
Encourage the use of self-rewards
Create positive thought patterns
Create a climate of self-leadership
Encourage self-criticism