Behavior in organizations 10th by greenberg chapter13

Leadership in Organizations Chapter 13 Copyright© 2011 Pearson Educatio, Inc Publishing as Prentice Hall 13-1 Learning Objectives Describe the trait approach to leadership and identify the characteristics that distinguish successful leaders from ordinary people Distinguish between the two basic forms of leader behavior: person-oriented behavior and production-oriented behavior, explaining how grid training helps develop them Explain what the leader-member exchange (LMX) model and the attributional approach to leadership say about the relationships between leaders and followers Copyright© 2011 Pearson Educatio, Inc Publishing as Prentice Hall 13-2 Learning Objectives Describe the nature of charismatic leadership and how it compares to transformational leadership Summarize what LPC contingency theory and situational leadership theory say about the connection between leadership style and situational variables Describe various techniques used to develop leadership in organizations Copyright© 2011 Pearson Educatio, Inc Publishing as Prentice Hall 13-3 Leadership The process whereby one individual influences other group members toward the attainment of defined group or organizational goals Copyright© 2011 Pearson Educatio, Inc Publishing as Prentice Hall 13-4 Leadership Process Copyright© 2011 Pearson Educatio, Inc Publishing as Prentice Hall 13-5 Leaders vs Managers Copyright© 2011 Pearson Educatio, Inc Publishing as Prentice Hall 13-6 Great Person Theory  Possess special traits  Traits responsible for assuming power and authority positions Copyright© 2011 Pearson Educatio, Inc Publishing as Prentice Hall 13-7 Successful Leader Characteristics Copyright© 2011 Pearson Educatio, Inc Publishing as Prentice Hall 13-8 Leadership Behaviors Autocratic-Delegation Continuum Copyright© 2011 Pearson Educatio, Inc Publishing as Prentice Hall 13-9 Subordinate Participation Model Copyright© 2011 Pearson Educatio, Inc Publishing as Prentice Hall 13-10 Attributional Approach Copyright© 2011 Pearson Educatio, Inc Publishing as Prentice Hall 13-15 Charismatic Leader Qualities  Self-confidence  A vision  Extraordinary behavior  Recognized as change agent  Environmental sensitivity Copyright© 2011 Pearson Educatio, Inc Publishing as Prentice Hall 13-16 Charismatic Leader Reactions  Above-normal performance levels  High devotion, loyalty, and reverence levels toward leader  Enthusiasm for and excitement about leader and ideas  Generally, reactions tend to be highly polarized—either love or hate them Copyright© 2011 Pearson Educatio, Inc Publishing as Prentice Hall 13-17 Transformational Leader Qualities  Intellectual stimulation  Individual consideration  Inspirational motivation Copyright© 2011 Pearson Educatio, Inc Publishing as Prentice Hall 13-18 Becoming a Transformational Leader Copyright© 2011 Pearson Educatio, Inc Publishing as Prentice Hall 13-19 LPC Contingency Theory Copyright© 2011 Pearson Educatio, Inc Publishing as Prentice Hall 13-20 Situational Leadership Theory Copyright© 2011 Pearson Educatio, Inc Publishing as Prentice Hall 13-21 Path Goal Theory Copyright© 2011 Pearson Educatio, Inc Publishing as Prentice Hall 13-22 Normative Decision Theory Copyright© 2011 Pearson Educatio, Inc Publishing as Prentice Hall 13-23 Normative Decision Theory Decision Rules Copyright© 2011 Pearson Educatio, Inc Publishing as Prentice Hall 13-24 Normative Decision Theory Copyright© 2011 Pearson Educatio, Inc Publishing as Prentice Hall 13-25 Substitutes for Leadership  Individual characteristics  Knowledge  Commitment  Experience  Job characteristics • Highly routine • Highly interesting  Organization characteristics • Work norms • Cohesion • Technology Copyright© 2011 Pearson Educatio, Inc Publishing as Prentice Hall 13-26 Leadership Development  Networking  Mentoring  Job assignments  Action learning Copyright© 2011 Pearson Educatio, Inc Publishing as Prentice Hall 13-27 Executive Coaching Copyright© 2011 Pearson Educatio, Inc Publishing as Prentice Hall 13-28 This work is protected by United States copyright laws and is provided solely for the use of instructors in teaching their courses and assessing student learning Dissemination or sale of any part of this work (including on the World Wide Web) will destroy the integrity of the work and is not permitted The work and materials from it should never be made available to students except by instructors using the accompanying text in their classes All recipients of this work are expected to abide by these restrictions and to honor the intended pedagogical purposes and the needs of other instructors who rely All rights reserved No part of this publication may be reproduced, stored in a on these materials 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 13-29 ... between the two basic forms of leader behavior: person-oriented behavior and production-oriented behavior, explaining how grid training helps develop them Explain what the leader-member exchange... leadership in organizations Copyright© 2011 Pearson Educatio, Inc Publishing as Prentice Hall 13-3 Leadership The process whereby one individual influences other group members toward the attainment... Networking  Mentoring  Job assignments  Action learning Copyright© 2011 Pearson Educatio, Inc Publishing as Prentice Hall 13-27 Executive Coaching Copyright© 2011 Pearson Educatio, Inc Publishing