Griffin OB12e Ch11 PPTNJNKN

PART 4
Leadership and Influence

Processes in Organizations
CHAPTER 11
Traditional Leadership
Approaches
Ricky W. Griffin/Jean M. Phillips/Stanley M. Gully, Organizational Behavior: Managing People and Organizations, Twelfth Edition. © 2017 Cengage. All Rights Reserved. May
not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Chapter Learning Objectives
After studying this chapter, you should be able to:
1. Characterize the nature of leadership.
2. Trace the early approaches to leadership.
3. Discuss the emergence of situational theories and models of leadership
including the LPC and path–goal theories.
4. Describe Vroom’s decision tree approach to leadership.
The Nature of Leadership
• Leadership is both a process and a property

– As a process: involves the use of noncoercive influence
– As a property: the set of characteristics attributed to someone who is
perceived to use influence successfully
– Influence: the ability to affect the perceptions, beliefs, attitudes,
motivation, and/or behavior of others
Table 11.1 Kotter’s Distinctions Between
Management and Leadership
Activity Management Leadership
CREATING AN Planning and budgeting. Establishing detailed steps Establishing direction. Developing a vision of the
AGENDA and timetables for achieving needed results; future, often the distant future, and strategies for
allocating the resources necessary to make those producing the changes needed to achieve that
needed results happen vision
DEVELOPING A Organizing and staffing. Establishing some structure Aligning people. Communicating the direction by
HUMAN NETWORK for accomplishing plan requirements, staffing that words and deeds to all those whose cooperation
FOR ACHIEVING THE structure with individuals, delegating responsibility may be needed to influence the creation of teams
AGENDA and authority for carrying out the plan, providing and coalitions that understand the vision and
policies and procedures to help guide people, and strategies and accept their validity
creating methods or systems to monitor
implementation
EXECUTING PLANS Controlling and problem solving. Monitoring results Motivating and inspiring. Energizing people to
vs. plan in some detail, identifying deviations, and overcome major political, bureaucratic, and
then planning and organizing to solve these resource barriers to change by satisfying very
problems basic, but often unfulfilled, human needs
OUTCOMES Produces a degree of predictability and order and Produces change, often to a dramatic degree, and
has the potential to consistently produce major has the potential to produce extremely useful
results expected by various stakeholders (e.g., for change (e.g., new products that customers want,
customers, always being on time; for stockholders, new approaches to labor relations that help make
being on budget) a firm more competitive)
Source: From A Force for Change: How Leadership Differs from Management, by John P. Kotter.
Early Approaches to Leadership (1 of 4)
• Trait approaches to leadership

– Attempt to identify stable and enduring character traits that differentiate
effective leaders from nonleaders, focusing on:
 Identifying leadership traits
 Developing methods for measuring leadership traits
 Using methods to identify and select leaders
– Currently accepted limited set of leadership traits
 Emotional intelligence, drive, motivation, honesty and integrity, self-
confidence, cognitive ability, knowledge of the business, and charisma
• Behavioral approaches to Leadership

– Michigan leadership studies: defined job-centered and employee-centered
leadership as opposite ends of a single leadership dimension
 Job-centered leader behavior: involves paying close attention to the work of
subordinates, explaining work procedures, and demonstrating a strong
interest in performance
 Employee-centered leader behavior: involves attempting to build effective
work groups with high performance goals
– Ohio State leadership studies: defined leader consideration and initiating-

structure behaviors as independent dimensions of leadership
 Consideration behavior: involves being concerned with subordinates’
feelings and respecting subordinates’ ideas
 Initiating-structure behavior: involves clearly defining leader subordinate
roles so that subordinates know what is expected of them
Early Behavioral Approaches to Leadership
Figure 11.1
Two of the first behavioral approaches to
leadership were the Michigan and Ohio State
studies. The results of the Michigan studies
suggested that there are two fundamental types
of leader behavior, job centered and employee
centered, which were presumed to be at
opposite ends of a single continuum. The Ohio
State studies also found two kinds of leadership
behavior, “consideration” and “initiating-
structure.” These behaviors are somewhat
parallel to those found in the Michigan studies
but this research suggested that these two types
of behavior were actually independent
dimensions.
• The leadership grid (originally managerial grid)

– Provides a means for evaluating leadership styles and then training
managers to move toward an ideal style of behavior
– Two axes
 Horizontal axis represents concern for production
 Vertical axis represents concern for people
 Five management styles identified
The Leadership Grid
Figure 11.2
The Leadership Grid is a method of evaluating
leadership styles. The overall objective of an
organization using the Grid is to train its
managers using organizational development
techniques so that they are simultaneously more
concerned for both people and production (9,9
style on the Grid).
Source: Blake, R. R., & McCanse, A. A. The Leadership Grid Figure from Leadership Dilemmas—Grid Solutions (p. 29).
Houston: Gulf Publishing Company. (Formerly The Managerial Grid by Robert R. Blake and Jane S. Mouton.) Copyright ©1997
by Grid International, Inc. Reproduced by permission of Grid International, Inc.
The Emergence of Situational Leadership Models
• Situational models
– Differ from traits models and behavior models
– Assume that appropriate leader behavior varies from one situation to
another situation
– Seek to identify how key situational factors interact to determine
appropriate leader behavior
• The leadership continuum model
– The model of Robert Tannenbaum and Warren H. Schmidt that laid the
foundation for research in this field
Tannenbaum and Schmidt’s Leadership
Continuum
Figure 11.3
The Tannenbaum and Schmidt leadership continuum was an important precursor to modern
situational approaches to leadership. The continuum identifies seven levels of leadership,
which range between the extremes of boss-centered and subordinate-centered leadership.
Source: Based on an exhibit from “How to Choose a Leadership Pattern” by Robert Tannenbaum and Warren
Schmidt (May–June 1973).
The LPC Theory of Leadership (1 of 2)
– LPC theory of leadership (Fiedler)- Suggests that a leader’s effectiveness
depends on the situation
– Tries to reconcile and explain a leader’s personality and the complexity of
a situation
– Assumes a task or relationship focus for leaders
– Uses the LPC scale (least preferred coworkers) to measure leader’s
motivation
 High LPC leaders are more concerned with interpersonal relationships
 Low LPC leaders are more concerned with task relevant problems
The LPC Theory of Leadership (2 of 2)
– Three factors measure situational favorableness to help determine proper
leadership focus
 Leader–member relations (high importance)
 Task structure (moderate importance)
 Leader position power (low importance)
Table 11.2 The LPC Theory of Leadership
The Path–Goal Theory of Leadership (1 of 2)
• Path–goal theory (Evans and House)
– Path–goal theory of leadership- Suggests that effective leaders clarify
the paths (behaviors) that will lead to desired rewards (goals)
– Focuses on the situation and leader behaviors in suggesting that
leaders can readily adapt to different situations
– Assumes that leaders affect subordinates’ performance by clarifying the
behaviors (paths) that will lead to desired rewards (goals)
– Defines types of leader path–goal behaviors
– Directive
 Supportive
 Participative
 Achievement-oriented
The Path–Goal Theory of Leadership (2 of 2)
• Situational factors affecting the leader behavior choice
– Personal characteristics of subordinates
 Locus of control
 Perceived ability
– Environmental characteristics that cause uncertainty
 Task structure
 The formal authority system
 The primary work group
– Leader behavior will motivate subordinates if it helps them cope with
environmental uncertainty
The Path–Goal Theory of Leadership
Figure 11.4
The path-goal theory of leadership specifies four kinds of leader behavior: directive, supportive,
participative, and achievement-oriented. Leaders are advised to vary their behaviors in response to
such situational factors as personal characteristics of subordinates and environmental
characteristics.
Vroom’s Decision Tree Approach to Leadership
(1 of 2)
• Decision tree approach to leadership (Vroom, Yetton, and Jago)
– Attempts to prescribe how much participation subordinates should be
allowed in making decisions
– Basic Premises
 Situational characteristics determine the degree to which subordinates
should be encouraged to participate in decision making
 Managers can choose between two decision trees
 Managers can adopt the endpoint decision styles
Vroom’s Decision Tree Approach to Leadership
(2 of 2)
• Decision tree choices
– Time-driven decisions must be made on a timely basis
– Development-driven decisions can be used to improve/develop
subordinates’ decision-making skills
• Endpoint decision styles for managers
– Decide
– Delegate
– Consult (individually)
– Consult (group)
– Facilitate
Vroom’s Time-Driven Decision Tree
Figure 11.5
This matrix is recommended for situations in
which time is of the highest importance in
making a decision. The matrix operates like a
funnel. You start at the left with a specific
decision problem in mind. The column headings
denote situational factors that may or may not
be present in that problem. You progress by
selecting High or Low (H or L) for each relevant
situational factor. Proceed down from the
funnel, judging only those situational factors for
which a judgment is called for, until you reach
the recommended process.
Source: Victor H. Vroom’s Time-Driven Model from A Model of Leadership Style, copyright 1998.
Vroom’s Development-Driven Decision Tree
Figure 11.6
This matrix is to be used when the
leader is more interested in developing
employees than in making the decision
as quickly as possible. Just as with the
time-driven tree shown in Figure 11.5,
the leader assesses up to seven
situational factors. These factors, in
turn, funnel the leader to a
recommended process for making the
decision.22
Source: Victor H. Vroom’s Time-Driven Model from A Model of Leadership Style, copyright 1998.
Organizational Behavior in Action (1 of 3)
• After reading the chapter:
– How would you define “leadership”? Compare and contrast your definition
with the one given in this chapter.
– Cite examples of managers who are not leaders and of leader who are not
managers. What makes them one and not th other? Also, cite examples of
both formal and informal leaders.
– What traits do you think characterize successful leaders? Do you think the
trait approach has validity?
– Recent evidence suggests that successful managers (defined by
organizational rank and salary) may indeed have some of the same traits
originally ascribed to effective leaders (such as an attractiv appearance
and relative height). How might this finding be explained?
– What other forms of leader behavior besides those cited in the chapter
can you identify?
– Critique Fiedler’s LPC theory. Are other elements of the situation
important? Do you think Fiedler’s assertion about the inflexibility of leader
behavior makes sense? Why or why not?
– Do you agree or disagree with Fiedler’s assertion that leadership
motivation is basically a personality trait? Why?
– Compare and contrast the LPC and path-goal theories of leadership. What
are the strengths and weaknesses of each? Of the three major leadership
theories—the LPC theory, the path-goal theory, and Vroom’s decision tree
approach—which is the mos comprehensive? Which is the narrowest?
Which has the most practical value?
– How realistic do you think it is for managers to attempt to use Vroom’s
decision tree approach as prescribed? Explain.

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PART 4

Leadership and Influence

• Leadership is both a process and a property

• Trait approaches to leadership

• Behavioral approaches to Leadership

– Ohio State leadership studies: defined leader consideration and initiating-

• The leadership grid (originally managerial grid)

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