Leaders and Leadership
Understanding and Managing
Organizational Behavior
Chapter 12
Sixth EditionJennifer M. George & Gareth R. Jones
12-1Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall
Learning Objectives
Describe what leadership is, when leaders are effective and ineffective, and the difference between formal and informal leaders
Identify the traits that show the strongest relationship to leadership, the behaviors leaders engage in, and the limitations of the trait and behavior models of leadership
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Learning Objectives
Explain contingency models of leadership and differentiate between four different contingency approaches
Describe why leadership is not always a vital process in some work situations because substitutes for leadership exist
Discuss transformational leadership and how it is achieved, explain how a leader’s mood affects followers, and appreciate how gender may affect leadership style
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How Sony’s CEO Changed Its Leadership Approach
How can a new leader help improve performance?
• Fresh look at company problems
• Replace leaders that are uncooperative
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What Is Leadership?
Leadership is the exercise of
influence by one member of a group
or organization over other members
to help the group or organization
achieve its goals
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Leadership
Leaders are individuals who exert influence to help meet group goals
Formal
Informal
Leader effectiveness is the extent to which a leader actually does help
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Early Approaches to Leadership
• Leader Trait Approach
• Behavior Approach
• Fiedler’s Contingency Model
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The Leader Trait Approach
Energy/activity
levels
Tolerance for stress
Integrity and
honesty
Emotional maturity
Intelligence
Task-relevant
knowledge
Dominance
Self-confidence
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The Leader Behavior Approach
Consideration
Initiating Structure
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The Behavior Approach
Leader RewardBehavior
LeaderPunishingBehavior
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The Role of Traits and Behaviors
Exhibit 12.2
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Fiedler’s Contingency Theory of Leadership
Leadership effectiveness determined by
The characteristic of individuals
The situations in which they find themselves
Distinct leader styles
Relationship oriented
Task oriented
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Measuring Leader Style
Least preferred co-employee scale
High LPC leaders = relationship-oriented
Low LPC leaders = task-oriented
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Situational Characteristics
• Leader-member relations
• Task structure
• Position power
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Favorability of Situations for Leading
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Exhibit 12.3
Fiedler’s Contingency Theory
Task oriented:
Wants high performance and accomplishment of all tasks
Getting job done is first priority
Relationship oriented:
Wants to be liked by and to get along well with subordinates
Getting job done is second priority
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Exhibit 12.4
Contemporary Perspectives
• Path-goal theory
• Vroom and Yetton model
• Leader-member exchange theory
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Path-Goal Theory
Path-goal theory describes how
leaders can motivate their followers to
achieve group and organizational
goals and the kinds of behaviors
leaders can engage in to motivate
followersCopyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall 12-18
Guidelines for Path-Goal Theory
• Determine what outcomes subordinates are trying to obtain in the workplace
• Reward subordinates for performing at a high level or achieving their work goals by giving them desired outcomes
• Make sure subordinates believe that they can obtain their work goals and perform at a high level
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Path-Goal Theory
Effective leaders:
Motivate followers to achieve goals
Ensure they have control over outcomes their subordinates desire
Reward subordinates for performing at a high level
Raise subordinate beliefs about ability to achieve
Consider subordinate characteristics and type of work
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Exhibit 12.5
Path-Goal Theory: Types of Behaviors
Directive Supportive
ParticipativeAchievement
Oriented
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OB Today: A Sister Act
What’s the sisters’ approach to leadership?
Claire’s stores
Emphasis on delegation
Participative leadership
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Vroom and Yetton Model
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Autocratic Consultative
Group Delegated
Criteria for Decision-Making Style
• Nature of the tasks
• Level of task interdependence
• Output being produced
• Characteristics of the employees
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Leader-Member Exchange Theory
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Exhibit 12.6
Leadership Substitutes and Neutralizers
• Characteristics of the subordinate
• Characteristics of the work
• Characteristics of the group
• Characteristics of the organization
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New Topics
• Transformational and charismatic
leadership
• Transactional leadership
• Leader mood
• Gender and leadership
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Transformational Leadership
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Exhibit 12.7
Characteristics of Transformational Leadership
TransformationalLeader
Charisma
IntellectualStimulation
Developmental Consideration
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