Essentials of Organizational Behavior Fourteenth Edition Chapter 12
Essentials of Organizational Behavior Fourteenth Edition Chapter 12 Leadership Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved.
After studying this chapter you should be able to: 1. Summarize the conclusions of trait theories of leadership. 2. Identify the central tenets and main limitations of behavioral theories. 3. Contrast contingency theories of leadership. 4. Describe the contemporary theories of leadership and their relationship to foundational theories. 5. Discuss the roles of leaders in creating ethical organizations. 6. Describe how leaders can have a positive impact on their organizations through building trust and mentoring. 7. Identify the challenges to our understanding of leadership. Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved.
What Is Leadership? • Leadership: The ability to influence a group toward the achievement of a vision or a set of goals • Trait theories of leadership: focus on personal qualities and characteristics – Leadership emergence – Leadership effectiveness Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved.
Trait Theories of Leadership • Two conclusions: 1. Traits can predict leadership 2. Traits do a better job predicting the emergence of leaders and the appearance of leadership than distinguishing between effective and ineffective leaders Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved.
Personality Traits and Leadership • Big Five Traits – Extraversion has strongest relation to leadership – Conscientiousness and openness to experience also strongly relate to leadership – Agreeableness and emotional stability are not correlated with leadership • Dark Side Traits – Normative scores on Machiavellianism, narcissism, and psychopathy are optimal • Emotional intelligence – EI contributes to emergence of leaders Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved.
Behavioral Theories • Behavioral theories of leadership: we can determine leadership effectiveness by leader behavior, and perhaps train people to be leaders • The Ohio State Studies Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved.
Ohio State Studies Initiating Structure • Attempts to organize work, work relationships, and goals Consideration • Concern for followers’ comfort, well-being, status, and satisfaction Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved.
Cultural Differences • GLOBE Leadership Project Results: – Brazil – Leaders are participative and humane – France – Leaders are bureaucratic, task oriented, and autocratic – China – Initiating structure and consideration important: status differences but participation valued Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved.
Contingency Theories • Fiedler leadership model: Effective group performance depends on the proper match between the leader’s style and the degree to which the situation gives the leader control Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved.
Fiedler Leadership Model • Least-Preferred Co-worker (LPC) determines leadership style (fixed trait) – Relationship oriented – Task oriented • Match leader’s style with degree of situational control – Leader-member relations – Task structure – Position power Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved.
Matching Leaders to Situations Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved.
Situational Leadership Theory • Situational leadership theory (SLT): successful leadership depends on selecting the right leadership style, contingent on the followers’ readiness to accomplish a task 1. Unable and unwilling 2. Unable but willing 3. Able but unwilling 4. Able and willing Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved.
Path–Goal Theory • Path–goal theory: it’s the leader’s job to provide followers with information, support, or other resources necessary to achieve goals – Directive leadership yields greater satisfaction when tasks are ambiguous or stressful – Supportive leadership results in high performance and satisfaction when tasks are structured – Directive leadership is perceived as redundant by employees with high ability or experience Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved.
Leader-Participation Model • Leader-participation model: provides a set of rules to determine the form and amount of participative decision making in different situations Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved.
Leader-Member Exchange • Leader-member exchange (LMX) theory: supports leaders’ creation of ingroups and outgroups – Subordinates with ingroup status will likely have higher performance ratings, less turnover, and greater job satisfaction Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved.
LMX Theory Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved.
Charismatic Leadership • Charismatic leadership theory: Attributions of heroic leadership abilities when followers observe certain behaviors – Vision and articulation – Personal risk taking – Sensitivity toward followers – Unconventional behaviors Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved.
Charismatic Leaders: Born or Made? • Charisma is partially attributed to genetics and partially to training and experience – Developing an aura of charisma: § § § Be optimistic Be passionately enthusiastic Communicate with body, not just words Draw others in – inspire others Tap into emotions – bring out the potential in others Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved.
How Charismatic Leaders Influence Followers • • Articulate an appealing vision Communicate a new set of values Model behaviors for those values Express dramatic behavior Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved.
Charisma and Situational Dependency • Charisma is strongly correlated to high performance and satisfaction – Best used when § Environment is uncertain or stressful § Ideology is involved – Most closely associated with upper-level executives – People are most receptive to charisma when there is a crisis Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved.
The Dark Side of Charismatic Leadership • Some leaders: – Use organizational resources for personal benefit – Remake companies in their own image – Allow self-interest and personal goals to override organization’s goals Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved.
Transactional and Transformational Leadership • Transactional leaders: Motivate their followers in the direction of established goals by clarifying role and task requirements • Transformational leaders: Inspire followers to transcend their own selfinterests for the good of the organization Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved.
Characteristics of Transactional and Transformational Leaders Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved.
Full Range of Leadership Model Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved.
How Transformational Leadership Works • Organizations with transformational leaders have – Greater decentralization of responsibility – Managers willing to take risks – Compensation geared toward long-term results Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved.
Evaluation of Transformational Leadership • Transformational leadership: – Is effectively used in various job levels and disparate occupations – Tends to be more effective in smaller companies – Works better when the leader directly interacts with followers – Can be learned Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved.
Transformational versus Transactional Leadership • Transformational leadership is more strongly correlated with: – Lower turnover – Higher productivity – Lower employee stress and burnout – Higher employee satisfaction Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved.
Authentic Leadership: Ethics and Trust • Authentic leaders know who they are, what they believe in and value, and act on those values and beliefs openly and candidly – Create trust – Encourage open communication – People have faith in them Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved.
Ethical Leadership • Ethics and leadership intersect at many junctures • Executives set the moral tone for an organization, so they must set and adhere to high ethical values • Leadership is not value free, and the means by which a leader achieves their goal must be framed by ethics • Socialized charismatic leadership: leadership that conveys other-centered values by leaders who model ethical conduct Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved.
Servant Leadership • Servant Leaders: Go beyond their own selfinterest and focus on opportunities to help followers grow and develop • Effects of servant leadership: – Higher levels of commitment to the supervisor, selfefficacy, and perceptions of justice – Increased team potency and higher group performance – Higher levels of creative performance • Servant leadership may be more effective in certain cultures Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved.
Trust Taking Risks Information Sharing Trust Effective Groups Enhanced Productivity Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved.
Developing Trust Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved.
Mentoring • Mentor: a senior employee who sponsors and supports a less-experienced employee, a protégé – Mentoring programs benefit both mentors and protégés • Benefits of mentoring are primarily psychological Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved.
Leadership as an Attribution • Attribution Theory of Leadership – Performance outcomes are attributed to leaders’ actions – Appearance has more to do with leadership than actual accomplishments Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved.
Substitutes and Neutralizers • Substitutes – Replace the need for a leader’s support or ability to create structure • Neutralizers – Organizational variables can neutralize the leader’s influence or act as substitutes for leadership – Leader becomes irrelevant Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved.
Substitutes for and Neutralizers of Leadership Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved.
Online Leadership • Identification-based trust: trust based on a mutual understanding of each other’s intentions and appreciation of each other’s wants and desires Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved.
Implications for Managers • Ensure that your preferences on the initiating structure and consideration dimensions match work dynamics and culture. • Hire candidates who exhibit transformational leadership qualities and who have demonstrated success in working through others to meet a long-term vision. • Hire candidates who are ethical and trustworthy; train managers in ethical standards. • Seek to develop trusting relationships with followers. • Consider investing in leadership training. Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved.
Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved.
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