Understanding And Managing Organizational Behavior Chapter 12 Leaders

Understanding And Managing Organizational Behavior Chapter 12: Leaders and Leadership 4 th Edition JENNIFER GEORGE & GARETH JONES 12 -1 © 2005 Prentice Hall

What is Leadership? § Exerting influence § Helping a group achieve its goals 12 -2 © 2005 Prentice Hall

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 12 -3 © 2005 Prentice Hall

Early Approaches to Leadership § Leader Trait Approach § Behavior Approach § Fiedler’s Contingency Model 12 -4 © 2005 Prentice Hall

The Leader Trait Approach § Intelligence § Task-relevant knowledge § Dominance § Self-confidence 12 -5 § § Energy/activity levels Tolerance for stress Integrity and honesty Emotional maturity © 2005 Prentice Hall

The Leader Behavior Approach § Consideration § Initiating structure 12 -6 © 2005 Prentice Hall

The Behavior Approach § Leader Reward Behavior § Leader Punishing Behavior 12 -7 © 2005 Prentice Hall

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 12 -8 © 2005 Prentice Hall

Measuring Leader Style § Least preferred co-employee scale – High LPC leaders = relationship-oriented – Low LPC leaders = task-oriented 12 -9 © 2005 Prentice Hall

Situational Characteristics § Leader-Member Relations § Task Structure § Position Power 12 -10 © 2005 Prentice Hall

Table 2. 2 Fiedler’s Contingency Theory of Leadership Relationship-oriented § Wants to be liked by and to get along well with subordinates § Getting job done is second priority 12 -11 Task-oriented § Wants high performance and accomplishment of all tasks § Getting job done is first priority © 2005 Prentice Hall

Contemporary Perspectives on Leadership § Path-Goal Theory § Vroom and Yetton Model § Leader-Member Exchange Theory 12 -12 © 2005 Prentice Hall

Path-Goal Theory A theory which 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. 12 -13 © 2005 Prentice Hall

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 12 -14 © 2005 Prentice Hall

Path-Goal Theory: Types of Behaviors § § 12 -15 Directive behavior Supportive behavior Participative behavior Achievement-oriented behavior © 2005 Prentice Hall

Vroom and Yetton Model § § 12 -16 Autocratic Consultative Group Delegated © 2005 Prentice Hall

Leadership Substitutes and Neutralizers § § 12 -17 Characteristics of the subordinate Characteristics of the work Characteristics of the group Characteristics of the organization © 2005 Prentice Hall

New Topics in Leadership Research Ø Transformational and Charismatic Leadership Ø Transactional Leadership Ø Leader Mood Ø Gender and Leadership 12 -18 © 2005 Prentice Hall

Characteristics of Transformational Leadership § Charisma § Intellectual Stimulation § Developmental Consideration 12 -19 © 2005 Prentice Hall