Robbins, Judge, and Vohra

Organizational Behavior
15th Edition

Leadership

Kelli J. Schutte
Copyright © 2014 Dorling Kindersley (India) Pvt. Ltd William Jewell College
Authorized adaptation from the United States edition of Organizational
Behavior, 15e
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Chapter Learning Objectives
 After studying this chapter, you should be able to:
– Define leadership and contrast leadership and management.
– Summarize the conclusions of trait theories of leadership.
– Identify the central tenets and main limitations of behavioral
theories.
– Assess contingency theories of leadership by their level of support.
– Compare and contrast charismatic and transformational leadership.
– Define authentic leadership and show why effective leaders
exemplify ethics and trust.
– Demonstrate the role mentoring plays in our understanding of
leadership.
– Address challenges to the effectiveness of leadership.
– Assess whether charismatic and transformational leadership
generalize across cultures.

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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
 Both are necessary for
organizational success

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Trait Theories of Leadership
 Theories that consider personality, social, physical, or
intellectual traits to differentiate leaders from
nonleaders
 Not very useful until matched with the Big Five
Personality Framework
 Essential Leadership Traits
– Extroversion
– Conscientiousness
– Openness
– Emotional Intelligence (Qualified)
 Traits can predict leadership, but they are better at
predicting leader emergence than effectiveness.

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Behavioral Theories of Leadership
 Theories proposing that specific behaviors differentiate
leaders from nonleaders
 Differences between theories of leadership:
– Trait theory: leadership is inherent, so we must identify the
leader based on his or her traits
– Behavioral theory: leadership is a skill set and can be taught
to anyone, so we must identify the proper behaviors to teach
potential leaders

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Important Behavioral Studies

• Initiating structure
Ohio • Consideration

• Employee-oriented
Michigan • Production-
oriented

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Contingency Theories
 While trait and behavior theories do help us
understand leadership, an important component is
missing: the environment in which the leader exists

 Contingency Theory adds this additional aspect to our

understanding leadership effectiveness studies

 Three key contingency models for leadership:

– Fiedler’s Model
– Hersey and Blanchard’s Situational Leadership Theory
– Path-Goal Theory

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Fiedler Model
 Effective group performance depends on the proper
match between leadership style and the degree to which
the situation gives the leader control.
– Assumes that leadership style (based on orientation revealed
in LPC questionnaire) is fixed
 Considers Three Situational Factors:
– Leader-member relations: degree of confidence and trust in
the leader
– Task structure: degree of structure in the jobs
– Position power: leader’s ability to hire, fire, and reward
 For effective leadership: must change to a leader who fits
the situation or change the situational variables to fit the
current leader
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 Graphic Representation of Fiedler’s Model

Used to
determine
which type
of leader
to use in a
given
situation

E X H I B I T 12-1

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Assessment of Fiedler’s Model
 Positives:
– Considerable evidence supports the model, especially if the
original eight situations are grouped into three

 Problems:
– The logic behind the LPC
scale is not well understood
– LPC scores are not stable
– Contingency variables are
complex and hard to
determine

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 Situational Leadership Theory
 A model that focuses on follower “readiness”
– Followers can accept or reject the leader
– Effectiveness depends on the followers’ response to the
leader’s actions
– “Readiness” is the extent to which people have the ability
and willingness to accomplish a specific task
Ability to follow Willingness to Follow Leadership Behavior
Unable Unwilling Give clear and specific directions

Unable Willing Display high task orientation

Able Unwilling Use a supportive and participatory

style
Able Willing Doesn’t need to do much

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House’s Path-Goal Theory
 Builds from the Ohio State studies and the expectancy
theory of motivation
 The theory:
– Leaders provide followers with information, support, and
resources to help them achieve their goals
– Leaders help clarify the “path” to the worker’s goals
– Leaders can display multiple leadership types
 Four types of leaders:
– Directive: focuses on the work to be done
– Supportive: focuses on the well-being of the worker
– Participative: consults with employees in decision making
– Achievement-Oriented: sets challenging goals

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Vroom and Yetton’s Leader-Participation Model
 How a leader makes decisions is as important as what is
decided
 Premise: Situational variables interact with leadership
attributes to impact the behavior of the leader.
– Leader behaviors must adjust to the way tasks are structured
in the organization.
– This is a normative model that tells leaders how participative
to be in their decision making of a decision tree
• Five leadership styles
• Twelve contingency variables

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Leader-Member Exchange (LMX) Theory
In-Group Out-Group
• Members are • Managed by formal
similar to leader rules and policies
• In the leader’s • Receive less of the
inner circle of leader’s attention /
communication fewer exchanges
• More likely to
• Receives more retaliate against the
time and organization
attention from
leader
• Gives greater
responsibility
and rewards
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Charismatic Leadership
 Charisma means gift in Greek

Unconventional Vision
Behavior

Sensitivity to
Personal Risk
Followers

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Charismatic Leadership
How do charismatic leaders influence followers?

Create a
Articulate a Create a new Demonstrate
Vision
Vision set of Values the Vision
Statement

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Transformational Leaders
 Inspire followers to transcend their self-interests for
the good of the organization
• Contingent Reward
• Management by Exception
(active)
Transactional • Management by Exception
(passive)
• Laissez-Faire

• Idealized Influence
• Inspirational Motivation
Transformational • Intellectual Stimulation
• Individualized Consideration

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Leadership Model

Transaction Transformational
Approaches Approaches
• Laissez-Faire • Individualized
• Management by Consideration
Exception • Intellectual
• Contingent Stimulation
Reward • Inspirational
Motivation
• Idealized
Influence

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Authentic Leaders
• Authentic leaders know who they
are, what they believe in and value,
and act upon those values and beliefs.
Ethics and Leadership
• Leadership is not free from values.
When we assess leadership, we must
assess not just the goals themselves
but also the means by which those
goals are achieved.
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Trust and Leadership
 Trust – a psychological state that exists when you agree
to make yourself vulnerable to another because you
have a positive expectation for how things are going to
turn out.
– Key attribute associated with leadership
– Followers who trust their leader will align their actions and
attitudes with the leader’s behaviors/requests

Trust Desired
Actions
Desired
Attitudes

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How is Trust Developed?

Trust Action: Risk Taking,

Information Sharing,
Group Effectiveness,
and Productivity
Leadership
Action:
Integrity,
Benevolence,
Ability

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Mentoring – Leading for the Future
 Mentor: A senior employee who supports a less
experienced employee.

Career Psychological
Functions Functions
Helping the protégé gain skills and Counseling the protégé to bolster
abilities his/her confidence

Lobbying for the protégé to get Sharing personal experiences with

better assignments the protégé

Providing exposure to influential Providing friendship and

individuals in the organization acceptance

Acting as a sounding board for

Acting as a role model
ideas

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Finding and Creating Effective Leaders

Selecting Leaders

Training Leaders

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 Global Implications
 These leadership theories are primarily studied in
English-speaking countries
 GLOBE does have some country-specific insights
– Indian employees want action-oriented and charismatic
leaders.
– Brazilian teams prefer leaders who are high in consideration,
participative, and have high LPC scores
– French workers want a leader who is high on initiating
structure and task-oriented
– Egyptian employees value team-oriented, participative
leadership, while keeping a high-power distance
– Chinese workers may favor a moderately participative style.
 Leaders should take culture into account
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 Summary and Managerial Implications
• Leadership is central to understanding group behavior as the leader provides the
direction.

• Extroversion, conscientiousness, and openness all show consistent relationships to

leadership.

• Behavioral approaches have narrowed leadership down into two usable

dimensions.

• Need to take into account the situational variables, especially the impact of
followers.

• Research on charismatic and transformational leadership has made major

contributions to our understanding of leadership.

• Leaders must be seen as authentic and trustworthy.

• Investment must be made in the future through mentoring and training leaders.

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 All rights reserved. No part of this publication may be reproduced,
stored in a retrieval system, or transmitted, in any form or by any
means, electronic, mechanical, photocopying, recording, or otherwise,
without the prior written permission of the publisher. Printed in the
United States of America.

Copyright ©2011 Pearson Education,

Inc. Publishing as Prentice Hall

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