Leadership CH 8

8/17/2019 Leadership CH 8

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o r g a n i z a t i o n a l b e h a v

i o r

stephen p.robbins

e l e v e n t h e d i t io n


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ORGANIZATIONAL BEHAVIORORGANIZATIONAL BEHAVIORS T E P H E N P. R O B B I N SS T E P H E N P. R O B B I N S

E L E V E N T H E D I T I O NE L E V E N T H E D I T I O N

W W W . P R E N H A L L . C O M / R O B B I N SW W W . P R E N H A L L . C O M / R O B B I N S © 2005 Prentice Ha Inc.A ri!"t# re#er$e%.

P&'erP&int Pre#entati&n () C"arie C&&*

C"a+ter ,,

Ba#ic A++r&ac"e#t& Lea%er#"i+


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© 2005 Prentice Hall Inc.

All rights reserved. 11–3

After studying this chapter,you should be able to:

,. C&ntra#t ea%er#"i+ an% -ana!e-ent.

2. S--arie t"e c&nc#i&n# & trait t"e&rie#.

1. I%enti) t"e i-itati&n# & (e"a$i&ra t"e&rie#.

. De#cri(e 3ie%er4# c&ntin!enc) -&%e.

5. E+ain Her#e) an% Banc"ar%4# #itati&na

t"e&r).

6. S--arie ea%er7-e-(er ec"an!e t"e&r). L E

A

R

N I

N G

O B

J E C

T I V

E S


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After studying this chapter,you should be able to:

8. De#cri(e t"e +at"7!&a t"e&r).

9. I%enti) t"e #itati&na $aria(e# in t"e ea%er7

+artici+ati&n -&%e.

L

E A

R

N I N

G

O B

J E

C

T I V

E S

( o n t ! d "


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What Is Leadership?

Lea%er#"i+

The ability toinuence a grouptoward the

achievement of goals.Mana!e-ent

Use of authorityinherent in designatedformal rank to obtaincompliance fromorganizationalmembers.


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Trait Theories

Lea%er#"i+ Trait#Lea%er#"i+ Trait#::

• A-(iti&n an% ener!)A-(iti&n an% ener!)

• T"e %e#ire t& ea%T"e %e#ire t& ea%• H&ne#t an% inte!rit)H&ne#t an% inte!rit)

• Se7c&ni%enceSe7c&ni%ence

•Intei!enceIntei!ence

• Hi!" #e7-&nit&rin!Hi!" #e7-&nit&rin!

• ;&(7ree$ant;&(7ree$ant*n&'e%!e*n&'e%!e

Lea%er#"i+ Trait#Lea%er#"i+ Trait#::

• A-(iti&n an% ener!)A-(iti&n an% ener!)

• T"e %e#ire t& ea%T"e %e#ire t& ea%

• H&ne#t an% inte!rit)H&ne#t an% inte!rit)

• Se7c&ni%enceSe7c&ni%ence

• Intei!enceIntei!ence

• Hi!" #e7-&nit&rin!Hi!" #e7-&nit&rin!

• ;&(7ree$ant;&(7ree$ant*n&'e%!e*n&'e%!e

Trait# T"e&rie# &

Lea%er#"i+

Theories that consider

personality, social,physical, orintellectual traits todierentiate leadersfrom nonleaders.


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Trait Theories

Li-itati&n#Li-itati&n#::

• N& ni$er#a trait# &n% t"at +re%ictN& ni$er#a trait# &n% t"at +re%ict

ea%er#"i+ in a #itati&n#.ea%er#"i+ in a #itati&n#.

• Trait# +re%ict (e"a$i&r (etter in


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Behavioral Theories

• Trait t"e&r):Trait t"e&r):

Leaders are born, not made.Leaders are born, not made.

• Be"a$i&ra t"e&r):Be"a$i&ra t"e&r):Leadership traits can be taught.Leadership traits can be taught.

• Trait t"e&r):Trait t"e&r):

Leaders are born, not made.Leaders are born, not made.

• Be"a$i&ra t"e&r):Be"a$i&ra t"e&r):Leadership traits can be taught.Leadership traits can be taught.

Be"a$i&ra T"e&rie# & Lea%er#"i+

Theories proposing that speci!c behaviorsdierentiate leaders from nonleaders.


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Ohio State Studies

Initiatin! Strctre

The e"tent to which a leaderis likely to de!ne andstructure his or her role and

those of sub#ordinates in thesearch for goal attainment.

C&n#i%erati&n

The e"tent to which a leader is likely to have $ob relationships characterized by mutualtrust, respect for subordinate%s ideas, andregard for their feelings.


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All rights reserved.

11–

10

!iversit" o# $i%hi&a! Studies

E-+&)ee7Oriente% Lea%er &mphasizing interpersonal relations' taking apersonal interest in the needs of employeesand accepting individual dierences among

members.Pr&%cti&n7Oriente% Lea%er

(ne who emphasizestechnical or task aspects of

the $ob.


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11–

11

The

$a!a&erialGrid'Bla(e a!d $outo!)

E ? H I B I T ,,@,


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11–

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S%a!di!avia! Studies

De$e&+-ent7Oriente% Lea%er

(ne who valuese"perimentation, seeking newideas, and generating and

implementing change.Resear%hers i! *i!la!d a!d S+ede!

,uestio! +hether there are o!l" t+o

di-e!sio!s 'produ%tio!.orie!tatio!

a!d e-plo"ee.orie!tatio!) that

%apture the esse!%e o# leadership/ehavior0 Their pre-ise is that i! a

%ha!&i!& +orld1 e##e%tive leaders

+ould e2hi/it %e$e&+-ent7&riente%

/ehavior0


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11–

13

3o!ti!&e!%" Theories

3ie%er4# C&ntin!enc) M&%e

The theory that eective groups depend on aproper match between a leader%s style ofinteracting with subordinates and the degree

to which the situation gives control andinuence to the leader.

Lea#t Preerre% C&7W&r*er LPC

e#ti&nnaire

An instrument that purports tomeasure whether a person istask# or relationship#oriented.


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11–

14

*iedler4s $odel5 6e#i!i!& the Situatio!

Lea%er7Me-(er Reati&n#

The degree of con!dence, trust, and respectsubordinates have in their leader.

Piti&n P&'er

)nuence derived from one%s formal structuralposition in the organization' includes power tohire, !re, discipline, promote, and give salary

increases.

Ta#* Strctre

The degree to which the $ob assignments areprocedurized.


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11–

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*i!di!&s #ro- *iedler $odel

E ? H I B I T ,,@2


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11–

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3o&!itive Resour%e Theor"

Re#earc" S++&rt:

• Le## intei!ent in%i$i%a# +er&r- (etter in ea%er#"i+

r&e# n%er "i!" #tre## t"an %& -&re intei!ent

in%i$i%a#.

• Le## e+erience% +e&+e +er&r- (etter in ea%er#"i+

r&e# n%er &' #tre## t"an %& -&re e+erience% +e&+e.

Re#earc" S++&rt:

• Le## intei!ent in%i$i%a# +er&r- (etter in ea%er#"i+

r&e# n%er "i!" #tre## t"an %& -&re intei!entin%i$i%a#.

• Le## e+erience% +e&+e +er&r- (etter in ea%er#"i+

r&e# n%er &' #tre## t"an %& -&re e+erience% +e&+e.

C&!niti$e Re#&rce T"e&r)A theory of leadership that states that stresscan unfavorably aect a situation and thatintelligence and e"perience can lessen the

inuence of stress on the leader.


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11–

17

Herse" a!d Bla!%hard4s Situatio!al Leadership

Theor"

Sitati&na Lea%er#"i+ T"e&r) SLT

A contingency theory that focuses onfollowers% readiness.

Lea%er: %ecrea#in! nee%

&r #++&rt an% #+er$i#i&n

3&&'er rea%ine##:

a(iit) an% 'iin!ne##

>na(e an%>na(e an%

>n'iin!>n'iin!>na(e (t>na(e (t

Wiin!Wiin!A(e an%A(e an%

Wiin!Wiin!

Directi$eDirecti$e Hi!" Ta#* an% Reati&n#"i+Hi!" Ta#* an% Reati&n#"i+

Orientati&n#Orientati&n#

S++&rti$eS++&rti$e

Partici+ati$ePartici+ati$e

A(e an%A(e an%

>n'iin!>n'iin!

M&nit&rin!M&nit&rin!


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11–

18

Leadership St"les a!d *ollo+er Readi!ess

'Herse" a!d Bla!%hard)

Wiin!>n'iin!

A(e

>na(e Directi$eDirecti$e

Hi!" Ta#*Hi!" Ta#*

an%an%

Reati&n#"i+Reati&n#"i+Orientati&n#Orientati&n#

S++&rti$eS++&rti$e

Partici+ati$ePartici+ati$eM&nit&rin!M&nit&rin!

3&&'er

Rea%ine##

Lea%er#"i+Lea%er#"i+

St)e#St)e#


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11–

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Leader7$e-/er E2%ha!&e Theor"

Lea%er7Me-(er Ec"an!e LM? T"e&r)*eaders create in#groups and out#groups, andsubordinates with in#group status will havehigher performance ratings, less turnover,

and greater $ob satisfaction.


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11–

20

Leader.$e-/er E2%ha!&e Theor"

E ? H I B I T ,,@1


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11–

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8ath.Goal Theor"

Pat"7&a T"e&r)

The theory that it is theleader%s $ob to assist followersin attaining their goals and to

provide them the necessarydirection and+or support toensure that their goals arecompatible with the overall

ob$ectives of the group ororganization.


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11–

22

The 8ath.Goal Theor"

E ? H I B I T ,,@


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11–

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Leader.8arti%ipatio! $odel

Lea%er7Partici+ati&n M&%e Vr&&- an% ett&nA leadership theory that provides a set ofrules to determine the form and amount ofparticipative decision making in dierent

situations.


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11–

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3o!ti!&e!%" Varia/les i! the Revised

Leader.8arti%ipatio! $odel

E ? H I B I T ,,@5

90 I-porta!%e o# the de%isio!

:0 I-porta!%e o# o/tai!i!& #ollo+er %o--it-e!t to the de%isio!

;0 Whether the leader has su##i%ie!t i!#or-atio! to -a(e a &ood de%isio!

0 Whether #ollo+ers /u" i!to@ the or&a!iatio!4s &oals

0 Whether there is li(el" to /e %o!#li%t a-o!& #ollo+ers over solutio!

alter!atives

C0 Whether #ollo+ers have the !e%essar" i!#or-atio! to -a(e a &ood de%isio!

D0 Ti-e %o!strai!ts o! the leader that -a" li-it #ollo+er i!volve-e!t

90 Whether %osts to /ri!& &eo&raphi%all" dispersed -e-/ers to&ether is

Fusti#ied

990 I-porta!%e to the leader o# -i!i-ii!& the ti-e it ta(es to -a(e the de%isio!

9:0 I-porta!%e o# usi!& parti%ipatio! as a tool #or developi!& #ollo+er de%isio!

s(ills

Documents

Leadership CH 8