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8/13/2019 Robbins Ob13 Ins Ppt12
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Bob StretchSouthwestern College
Robbins & Judge
Organizational Behavior13th Edition
Basic Approaches to Leadership
12-0 2009 Prentice-Hall Inc. All rights reserved.
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Chapter Learning Objectives
After studying this chapter, you should be able to:
Define leadership and contrast leadership and management.
Summarize the conclusions of trait theories.
Identify the central tenets and main limitations of behavioral
theories.
Assess contingency theories of leadership by their level of support. Contrast the interactive theories (path-goal and leader-member
exchange).
Identify the situational variables in the leader-participation model.
Show how U.S. managers might need to adjust their leadership
approaches in Brazil, France, Egypt, and China.
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Trait Theories of Leadership
Theories that consider personality, social, physical, orintellectual traits to differentiate leaders from
nonleaders
Not very useful until matched with the Big Five
Personality Framework
Leadership Traits
Extroversion
Conscientiousness
Openness
Emotional Intelligence (Qualified)
Traits can predict leadership, but they are better at
predicting leader emergence than effectiveness.
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Behavioral Theories of Leadership
Theories proposing that specific behaviors differentiateleaders from nonleaders
Differences between theories of leadership:
Trait theory: leadership is inherent, so we must identify the
leader based on his or her traits
Behavioral theory: leadership is a skill set and can be taught
to anyone, so we must identify the proper behaviors to teach
potential leaders
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Important Behavioral Studies
Ohio State University Found two key dimensions of leader behavior:
Initiating structurethe defining and structuring of roles
Considerationjob relationships that reflect trust and respect
Both are important
University of Michigan
Also found two key dimensions of leader behavior:
Employee-orientedemphasizes interpersonal relationships
and is the most powerful dimension
Production-orientedemphasizes the technical aspects of thejob
The dimensions of the two studies are very similar
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Blake and Moutons Managerial Grid
Draws on both studies toassess leadership style
Concern for People is
Consideration and
Employee-Orientation
Concern for Production
is Initiating Structure and
Production-Orientation
Style is determined by
position on the graph
2009 Prentice-Hall Inc. All rights reserved. 12-6
E X H I B I T 12-1
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Contingency Theories
While trait and behavior theories do help usunderstand leadership, an important component is
missing: the environment in which the leader exists
Contingency Theory deals with this additional aspect of
leadership effectiveness studies
Three key theories:
Fielders Model
Hersey and Blanchards Situational Leadership Theory Path-Goal Theory
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Fiedler Model
Effective group performance depends on the propermatch between leadership style and the situation
Assumes that leadership style (based on orientation revealed
in LPC questionnaire) is fixed
Considers Three Situational Factors:
Leader-member relations: degree of confidence and trust in
the leader
Task structure: degree of structure in the jobs
Position power: leaders ability to hire, fire, and reward
For effective leadership: must change to a leader who fi ts
the situation or change the situational variables to fi t the
current leader
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Graphic Representation of Fiedlers Model
2009 Prentice-Hall Inc. All rights reserved. 12-9
E X H I B I T 12-2
Used to
determine
which type
of leader
to use in a
given
situation
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Assessment of Fiedlers Model
Positives: Considerable evidence supports the model, especially if the
original eight situations are grouped into three
2009 Prentice-Hall Inc. All rights reserved. 12-10
Problems:
The logic behind the LPC
scale is not well understood
LPC scores are not stable
Contingency variables are
complex and hard todetermine
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Fiedlers Cognitive Resource Theory
A refinement of Fiedlers original model: Focuses on stress as the enemy of rationality and creator of
unfavorable conditions
A leaders intelligence and experience influence his or her
reaction to that stress
Research is supporting the theory.
2009 Prentice-Hall Inc. All rights reserved. 12-11
Stress Level
Low
High
IntellectualAbilities
Effective
Ineffective
Leaders
Experience
Ineffective
Effective
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Hersey & Blanchards Situational Leadership
A model that focuses on follower readiness
Followers can accept or reject the leader
Effectiveness depends on the followers response to the
leaders actions
Readiness is the extent to which people have the ability
and willingnessto accomplish a specific task
A paternal model:
As the child matures, the adult releases more and more
control over the situation
As the workers become more ready, the leader becomes
more laissez-faire
An intuitive model that does not get much support
from the research findings
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Houses Path-Goal Theory
Builds from the Ohio State studies and the expectancytheory of motivation
The Theory:
Leaders provide followers with information, support, andresources to help them achieve their goals
Leaders help clarify the path to the workers goals Leaders can display multiple leadership types
Four types of leaders:
Directive: focuses on the work to be done
Supportive: focuses on the well-being of the worker Participative: consults with employees in decision-making
Achievement-Oriented: sets challenging goals
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Path-Goal Model
Two classes of contingency variables:
Environmental are outside of employee control
Subordinate factors are internal to employee
Mixed support in the research findings
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E X H I B I T 12-4
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Leader-Member Exchange (LMX) Theory
A response to the failing of contingency theories to
account for followers and heterogeneous leadership
approaches to individual workers
LMX Premise:
Because of time pressures, leaders form a special
relationship with a small group of followers: the in-group
This in-group is trusted and gets more time and attention
from the leader (more exchanges)
All other followers are in the out-group and get less of the
leaders attention and tend to have formal relationships withthe leader (fewer exchanges)
Leaders pick group members early in the relationship
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LMX Model
How groups are assigned is unclear
Follower characteristics determine group membership
Leaders control by keeping favorites close
Research has been generally supportive
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E X H I B I T 12-3
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Yroom and Yettons Leader-Participation Model
Howa leader makes decisions is as important as whatis
decided
Premise:
Leader behaviors must adjust to reflect task structure
Normative model: tells leaders how participative to be intheir decision-making of a decision tree
Five leadership styles
Twelve contingency variables
Research testing for both original and modified modelshas not been encouraging
Model is overly complex
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E X H I B I T 12-5
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Global Implications
These leadership theories are primarily studied in
English-speaking countries
GLOBE does have some country-specific insights
Brazilian teams prefer leaders who are high in consideration,
participative, and have high LPC scores
French workers want a leader who is high on initiating
structure and task-oriented
Egyptian employees value team-oriented, participative
leadership, while keeping a high-power distance
Chinese workers may favor a moderately participative style
Leaders should take culture into account
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Summary and Managerial Implications
Leadership is central to understanding group behavior
as the leader provides the direction
Extroversion, conscientiousness, and openness all show
consistent relationships to leadership
Behavioral approaches have narrowed leadership down
into two usable dimensions
Need to take into account the situational variables,especially the impact of followers
12-19 2009 Prentice-Hall Inc. All rights reserved.
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All rights reserved. No part of this publication may be reproduced,stored in a 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 2009 Pearson Education,Inc. Publishing as Prentice Hall
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