Prepared by Charlie Cook

The University of West Alabama

© 2012 South-Western, a part of Cengage Learning

All rights reserved.

Leadership

Chapter 12

10th Edition

Managing Organizational BehaviorMoorhead & Griffin

12–2© 2012South-Western, a part of Cengage Learning

After studying this chapter you should be able to:

• Characterize the nature of leadership.

• Trace the early approaches to leadership.

• Discuss the emergence of situational theories and

models of leadership.

• Describe the LPC theory of leadership.

• Discuss the path-goal theory of leadership.

• Describe Vroom’s decision tree approach to leadership

Chapter Learning Objectives

12–3© 2012South-Western, a part of Cengage Learning

The Nature of Leadership

Leadership – Is a process which involves the use of non-coercive influence

– Is a property—the set of characteristics attributed to someone

who is perceived to use influence successfully

– Is influence—the ability to affect the perceptions, beliefs,

attitudes, motivation, and/or behavior of others

12–4© 2012South-Western, a part of Cengage Learning

12.1 Distinctions Between Management and Leadership

References: Reprinted with the permission of The Free Press, a Division of Simon & Schuster Adult Publishing Group, from A Force for

Change: How Leadership Differs from Management, by John P. Kotter, 1990. Copyright © 1990 by John P. Kotter, Inc. All rights reserved.

Activity Management Leadership

CREATING AN

AGENDA

Planning and budgeting. Establishing detailed

steps and timetables for achieving needed

results; allocating the resources necessary to

make those needed results happen

Establishing direction. Developing a vision of the

future, often the distant future, and strategies for

producing the changes needed to achieve that

vision

DEVELOPING A

HUMAN NETWORK

FOR ACHIEVING

THE AGENDA

Organizing and staffing. Establishing some

structure for accomplishing plan requirements,

staffing that structure with individuals,

delegating responsibility and authority for

carrying out the plan, providing policies and

procedures to help guide people, and creating

methods or systems to monitor implementation

Aligning people. Communicating the direction by

words and deeds to all those whose cooperation

may be needed to influence the creation of teams

and coalitions that understand the vision and

strategies and accept their validity

EXECUTING

PLANS

Controlling and problem solving. Monitoring

results vs. plan in some detail, identifying

deviations, and then planning and organizing

to solve these problems

Motivating and inspiring. Energizing people to

overcome major political, bureaucratic, and

resource barriers to change by satisfying very

basic, but often unfulfilled, human needs

OUTCOMES Produces a degree of predictability and order

and has the potential to consistently produce

major results expected by various

stakeholders (e.g., for customers, always

being on time; for stockholders, being on

budget)

Produces change, often to a dramatic degree, and

has the potential to produce extremely useful

change (e.g., new products that customers want,

new approaches to labor relations that help make

a firm more competitive)

12–5© 2012South-Western, a part of Cengage Learning

Early Approaches to Leadership

• Trait Approaches to

Leadership

–Attempts to identify stable and

enduring character traits that

differentiate effective leaders

from non-leaders focusing on:

• Identifying leadership traits

• Developing methods for measuring

them

• Using the methods to select

leaders

12–6© 2012South-Western, a part of Cengage Learning

Behavioral Approaches to Leadership

• Attempts to identify behaviors that differentiate

effective leaders from nonleaders

The Michigan

Studies

The Ohio State

Studies

The Leadership

Grid

Early Studies in Behavioral

Approaches to Leadership

12–7© 2012South-Western, a part of Cengage Learning

Early Behavioral Approaches to

Leadership: The Michigan Studies

• Results indicated two

fundamental leader

behaviors:

–Job-centered behavior

• Paying close attention to the work of

subordinates, explaining work

procedures, and demonstrating a

strong interest in performance

–Employee-centered behavior

• Attempting to build effective work

groups with high performance goals

12–8© 2012South-Western, a part of Cengage Learning

Early Behavioral Approaches to

Leadership: The Ohio State Studies

• Defined two independent

dimensions of leadership:

– Leader consideration behaviors

• Showing concern for subordinates’

feelings and respecting subordinates’

ideas

– Leader initiating-structure behaviors

• Clearly defining leader-subordinate

roles such that subordinates know

what is expected of them

12–9© 2012South-Western, a part of Cengage Learning

Early Behavioral Approaches to

Leadership: The Leadership Grid

(Formerly the Managerial Grid)

• Provides a means for

evaluating

leadership styles

and then training

managers to move

toward an ideal style

of behavior

12–10© 2012South-Western, a part of Cengage Learning

The Emergence of

Situational Leadership Models

• Situational 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 underlies research in this field

12–11© 2012South-Western, a part of Cengage Learning

12–12© 2012South-Western, a part of Cengage Learning

12.3 Tannenbaum and Schmidt’s Leadership Continuum

Source: An exhibit from “How to Choose a Leadership Pattern” by Robert Tannenbaum and Warren

Schmidt, Harvard Business Review (May–June 1973). Reprinted by permission of the Harvard Business

Review. Copyright by the Harvard Business School Publishing Corporation; all rights reserved.

12–13© 2012South-Western, a part of Cengage Learning

The LPC Theory of Leadership

• LPC Theory of Leadership (Fiedler)

– Contends that a leader’s effectiveness depends on

the situation

– Assumes a task or relationship focus for leaders

• High LPC (Least Preferred Coworkers) leaders are more

concerned with interpersonal relationships

• Low LPC leaders are more concerned with task relevant

problems

– Posits that situational favorableness factors

determine proper leadership focus

• Leader-member relations

• Task structure

• Leader position power

12–14© 2012South-Western, a part of Cengage Learning

Situational Leadership Models (cont’d)

• Path-Goal Theory (Evans and House)

–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

12–15© 2012South-Western, a part of Cengage Learning

Situational Leadership Models (cont’d)

12–16© 2012South-Western, a part of Cengage Learning

The Path-Goal Theory… (cont’d)

• Situational Factors Affecting the Leader

Behavior Choice

–Personal characteristics of subordinates

• Locus of control

• Perceived ability

–Characteristics of the environment

• Task structure

• The formal authority system

• The primary work group

12–17© 2012South-Western, a part of Cengage Learning

Vroom’s Decision Tree Approach

• Decision Tree Approach to Leadership

(Vroom, Yetton, and Jago)

–Attempts to prescribe how much participation

subordinates should be allowed in making

decisions

12–18© 2012South-Western, a part of Cengage Learning

Vroom’s Decision Tree Approach (cont’d)

• Decision Tree Choices:

–Time-driven decision must be made on a timely

basis

–Development-driven decision can be used to

improve/develop subordinates’ decision-making skills

• Endpoint Decision Styles for Managers

–Decide

–Delegate

–Consult individuals

–Consult group

–Facilitate group

12–19© 2012South-Western, a part of Cengage Learning