OB11 chapter 1 1 basic approaches to leadership

eleventh organizational ior editi on behav stephen p robbins Chapter 11 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 © 2005 Prentice Hall Inc All rights reserved E D I T I O N WWW.PRENHALL.COM/ROBBINS PowerPoint Presentation by Charlie Cook OBJECTIVES LEARNING After studying this chapter, you should be able to: Contrast leadership and management Summarize the conclusions of trait theories Identify the limitations of behavioral theories Describe Fiedler’s contingency model Explain Hersey and Blanchard’s situational theory Summarize leader-member exchange theory © 2005 Prentice Hall Inc All rights reserved 11–3 O B J E C T I V E S (cont’d) LEARNING After studying this chapter, you should be able to: Describe the path-goal theory Identify the situational variables in the leaderparticipation model © 2005 Prentice Hall Inc All rights reserved 11–4 What What Is Is Leadership? 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 © 2005 Prentice Hall Inc All rights reserved 11–5 Trait Trait Theories Theories Traits Theories of Leadership Theories that consider personality, social, physical, or intellectual traits to differentiate leaders from nonleaders © 2005 Prentice Hall Inc All rights reserved Leadership LeadershipTraits Traits:: •• Ambition Ambitionand andenergy energy •• The Thedesire desireto tolead lead •• Honest Honestand andintegrity integrity •• Self-confidence Self-confidence •• Intelligence Intelligence •• High Highself-monitoring self-monitoring •• Job-relevant Job-relevant knowledge knowledge 11–6 Trait Trait Theories Theories Limitations Limitations:: •• No Nouniversal universaltraits traitsfound foundthat thatpredict predict leadership leadershipin inall allsituations situations •• Traits Traitspredict predictbehavior behaviorbetter betterin in“weak” “weak” than than“strong” “strong”situations situations •• Unclear Unclearevidence evidenceof ofthe thecause causeand andeffect effect of ofrelationship relationshipof ofleadership leadershipand andtraits traits •• Better Betterpredictor predictorof ofthe theappearance appearanceof of leadership leadershipthan thandistinguishing distinguishingeffective effective and ineffective leaders and ineffective leaders © 2005 Prentice Hall Inc All rights reserved 11–7 Behavioral Behavioral Theories Theories Behavioral Theories of Leadership Theories proposing that specific behaviors differentiate leaders from nonleaders •• Trait Traittheory: theory: Leaders Leadersare areborn, born,not notmade made •• Behavioral Behavioraltheory: theory: Leadership Leadershiptraits traitscan canbe betaught taught © 2005 Prentice Hall Inc All rights reserved 11–8 Ohio Ohio State State Studies 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 © 2005 Prentice Hallfeelings Inc regard for their All rights reserved 11–9 University University of of Michigan Michigan Studies 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 © 2005 Prentice Hall Inc All rights reserved 11– 10 The The Managerial Managerial Grid Grid (Blake (Blakeand andMouton) Mouton) © 2005 Prentice Hall Inc All rights reserved 11– 11 E X H I B I T 11–1 E X H I B I T 11–1 Scandinavian Scandinavian Studies Studies Development-Oriented Leader One who values experimentation, seeking new ideas, and generating and implementing change Researchers in Finland and Sweden question whether there are only two dimensions (production-orientation and employee-orientation) that capture the essence of leadership behavior Their premise is that in a changing world, effective leaders would exhibit development-oriented behavior © 2005 Prentice Hall Inc All rights reserved 11– 12 Contingency Contingency Theories Theories Fiedler’s Contingency Model The theory that effective groups depend on a proper match between a leader’s style of interacting with subordinates and the degree to which the situation gives control and influence to the leader Least Preferred Co-Worker (LPC) Questionnaire An instrument that purports to measure whether a person is task- or relationship-oriented © 2005 Prentice Hall Inc All rights reserved 11– 13 Fiedler’s Fiedler’s Model: Model: Defining Defining the the Situation 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, discipline, © 2005fire, Prentice Hall Inc.promote, and give salary 11– increases All rights reserved 14 Findings Findingsfrom fromFiedler FiedlerModel Model © 2005 Prentice Hall Inc All rights reserved 11– 15 E X H I B I T 11–2 E X H I B I T 11–2 Cognitive Cognitive Resource Resource Theory Theory Cognitive Resource Theory A theory of leadership that states that stress can unfavorably affect a situation and that intelligence and experience can lessen the influence of stress on the leader Research ResearchSupport Support: : • • Less Lessintelligent intelligentindividuals individualsperform performbetter betterininleadership leadership roles rolesunder underhigh highstress stressthan thando domore moreintelligent intelligent individuals individuals • • Less Lessexperienced experiencedpeople peopleperform performbetter betterininleadership leadership roles rolesunder underlow lowstress stressthan thando domore moreexperienced experiencedpeople people © 2005 Prentice Hall Inc All rights reserved 11– 16 Hersey Hersey and and Blanchard’s Blanchard’s Situational Situational Leadership Leadership Theory Theory Situational Leadership Theory (SLT) A contingency theory that focuses on followers’ readiness Unable and Unwilling Unable but Willing Able and Unwilling Able and Willing Follower readiness: ability and willingness Leader: decreasing need for support and supervision Directive High Task and Relationship Orientations © 2005 Prentice Hall Inc All rights reserved Supportive Participative Monitoring 11– 17 Leadership Leadership Styles Styles and and Follower Follower Readiness Readiness (Hersey (Hersey and and Blanchard) Blanchard) Follower Readiness Able Unwilling Supportive Participative Willing Monitoring Leadership Styles Unable Directive © 2005 Prentice Hall Inc All rights reserved High Task and Relationship Orientations 11– 18 Leader–Member Leader–Member Exchange Exchange Theory Theory Leader-Member Exchange (LMX) Theory Leaders create in-groups and out-groups, and subordinates with in-group status will have higher performance ratings, less turnover, and greater job satisfaction © 2005 Prentice Hall Inc All rights reserved 11– 19 Leader-Member Leader-Member Exchange Exchange Theory Theory © 2005 Prentice Hall Inc All rights reserved 11– 20 E X H I B I T 11–3 E X H I B I T 11–3 Path-Goal Path-Goal Theory 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 © 2005 Prentice Hall Inc All rights reserved 11– 21 The The Path-Goal Path-Goal Theory Theory © 2005 Prentice Hall Inc All rights reserved 11– 22 E X H I B I T 11–4 E X H I B I T 11–4 Leader-Participation Leader-Participation Model Model Leader-Participation Model (Vroom and Yetton) A leadership theory that provides a set of rules to determine the form and amount of participative decision making in different situations © 2005 Prentice Hall Inc All rights reserved 11– 23 Contingency Contingency Variables Variables in in the the Revised Revised Leader-Participation Leader-Participation Model Model Importance of the decision Importance of obtaining follower commitment to the decision Whether the leader has sufficient information to make a good decision How well structured the problem is Whether an autocratic decision would receive follower commitment Whether followers “buy into” the organization’s goals Whether there is likely to be conflict among followers over solution alternatives Whether followers have the necessary information to make a good decision Time constraints on the leader that may limit follower involvement 10 Whether costs to bring geographically dispersed members together is justified 11 Importance to the leader of minimizing the time it takes to make the decision 12 Importance of using participation as a tool for developing follower decision skills © 2005 Prentice Hall Inc All rights reserved 11– 24 E X H I B I T 11–5 E X H I B I T 11–5 ... rights reserved 11 – 10 The The Managerial Managerial Grid Grid (Blake (Blakeand andMouton) Mouton) © 2005 Prentice Hall Inc All rights reserved 11 – 11 E X H I B I T 11 ? ?1 E X H I B I T 11 ? ?1 Scandinavian... salary 11 – increases All rights reserved 14 Findings Findingsfrom fromFiedler FiedlerModel Model © 2005 Prentice Hall Inc All rights reserved 11 – 15 E X H I B I T 11 –2 E X H I B I T 11 –2 Cognitive... All rights reserved 11 – 19 Leader-Member Leader-Member Exchange Exchange Theory Theory © 2005 Prentice Hall Inc All rights reserved 11 – 20 E X H I B I T 11 –3 E X H I B I T 11 –3 Path-Goal Path-Goal