Leaders and Leadership Understanding and Managing Organizational Behavior

Leaders and Leadership Understanding and Managing Organizational Behavior Chapter 12 Sixth Edition Jennifer M. George & Gareth R. Jones Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall 12 -1

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 Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall 12 -2

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 Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall 12 -3

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 Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall 12 -4

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 Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall 12 -5

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 Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall 12 -6

Early Approaches to Leadership • Leader Trait Approach • Behavior Approach • Fiedler’s Contingency Model Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall 12 -7

The Leader Trait Approach Energy/activity levels Intelligence Tolerance for stress Task-relevant knowledge Integrity and honesty Dominance Emotional maturity Self-confidence Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall 12 -8

The Leader Behavior Approach Consideration Initiating Structure Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall 12 -9

The Behavior Approach Leader Reward Behavior Leader Punishing Behavior Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall 12 -10

The Role of Traits and Behaviors Exhibit 12. 2 Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall 12 -11

Fiedler’s Contingency Theory of Leadership effectiveness determined by The characteristic of individuals The situations in which they find themselves Distinct leader styles Relationship oriented Task oriented Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall 12 -12

Measuring Leader Style Least preferred co-employee scale High Low LPC leaders = relationship-oriented LPC leaders = task-oriented Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall 12 -13

Situational Characteristics • Leader-member relations • Task structure • Position power Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall 12 -14

Favorability of Situations for Leading Exhibit 12. 3 Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall 12 -15

Fiedler’s Contingency Theory Exhibit 12. 4 Task oriented: Relationship oriented: Wants high performance Wants to be liked by and to and accomplishment of all tasks Getting job done is first priority get along well with subordinates Getting job done is second priority Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall 12 -16

Contemporary Perspectives • Path-goal theory • Vroom and Yetton model • Leader-member exchange theory Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall 12 -17

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 followers Copyright © 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 Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall 12 -19

Path-Goal Theory Exhibit 12. 5 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 Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall 12 -20

Path-Goal Theory: Types of Behaviors Directive Participative Supportive Achievement Oriented Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall 12 -21

OB Today: A Sister Act What’s the sisters’ approach to leadership? Claire’s stores Emphasis on delegation Participative leadership Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall 12 -22

Vroom and Yetton Model Autocratic Consultative Group Delegated Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall 12 -23

Criteria for Decision-Making Style • Nature of the tasks • Level of task interdependence • Output being produced • Characteristics of the employees Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall 12 -24

Leader-Member Exchange Theory Exhibit 12. 6 Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall 12 -25

Leadership Substitutes and Neutralizers • Characteristics of the subordinate • Characteristics of the work • Characteristics of the group • Characteristics of the organization Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall 12 -26

New Topics • Transformational and charismatic leadership • Transactional leadership • Leader mood • Gender and leadership Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall 12 -27

Transformational Leadership Exhibit 12. 7 Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall 12 -28

Characteristics of Transformational Leadership Charisma Transformational Leader Intellectual Stimulation Developmental Consideration Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall 12 -29

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