Basic Approaches to Leadership-Organizational Behaviour-Lecture Slides, Slides of Organization Behaviour

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Bob Stretch Southwestern College

Robbins & Judge

Organizational Behavior

13th Edition

Basic Approaches to Leadership

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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, or

intellectual 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 differentiate

leaders 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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Blake and Mouton’s Managerial Grid®

 Draws on both studies to

assess 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

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E X H I B I T 12-

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Contingency Theories

 While trait and behavior theories do help us

understand 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:

• Fielder’s Model
• Hersey and Blanchard’s Situational Leadership Theory
• Path-Goal Theory

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Graphic Representation of Fiedler’s Model

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E X H I B I T 12-

Used to determine which type of leader to use in a given situation

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Assessment of Fiedler’s Model

 Positives:

• Considerable evidence supports the model, especially if the original eight situations are grouped into three

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 Problems:

• The logic behind the LPC scale is not well understood
• LPC scores are not stable
• Contingency variables are complex and hard to determine

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Hersey & Blanchard’s Situational Leadership

 A model that focuses on follower “readiness”

• Followers can accept or reject the leader
• Effectiveness depends on the followers’ response to the leader’s actions
• “Readiness” is the extent to which people have the ability and willingness to 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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House’s Path-Goal Theory

 Builds from the Ohio State studies and the expectancy

theory of motivation

 The Theory:

• Leaders provide followers with information, support, and resources to help them achieve their goals
• Leaders help clarify the “path” to the worker’s 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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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 leader’s attention and tend to have formal relationships with the 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-

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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

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