1. 11-1 Leadership 06 May 2013 Chapter 11 Essentials of Organizational Behavior, 10/e Stephen P. Robbins/Timothy A. Judge

2. 11-2 After studying this chapter, you should be able to: 1.Contrast leadership and management 2.List the traits of effective leaders 3.Define and give examples of the Ohio State leadership dimensions 4.Compare and contrast trait and behavioral theories 5.Describe Fiedler’s contingency model 6.Define the qualities of a charismatic leader 7.Contrast transformational with transactional leadership 8.Identify when leadership may not be necessary 9.Explain how to find and create effective leaders

3. What to Study What is Leadership? Trait Theories  Charismatic, Enthusiastic, Courageous Behavioral Theories Contingency Theories  Feidler Model  Leader-Member Exchange (LMX)  Path Goal Theory Key Characteristics of Charismatic leaders Transformational Leadership Transactional Leadership 11-3

4. 11-4 Leadership vs. Management Leadership About coping with change Establish direction, align resources and inspire Management About coping with complexity Brings about order and consistency Leadership is the ability to influence a group toward the achievement of a vision or a set of goals.

5. 11-5 Trait Theories Differentiate leaders from non-leaders by focusing on personal qualities and characteristics Extraversion relates strongly to leadership  Most commonly found trait in leaders Conscientiousness and openness to experience also strongly relate to leadership Traits can predict leadership Traits are better at predicting who becomes a leader than leader effectiveness

6. 11-6 Behavioral Theories Assumes people can be trained to lead Researched the behaviors of specific leaders Provides the basis of design for training programs

7. 11-7 Ohio State Studies Developed two categories of leadership behavior  Initiating structure - attempts to organize work, work relationships, and goals  Consideration - concern for followers’ comfort, well-being, status, and satisfaction

8. 11-8 University of Michigan Studies Employee-oriented –  emphasize interpersonal relations Production-oriented –  emphasizes the technical or task aspects of the job Employee-oriented behavior leads to higher productivity and satisfaction

9. 11-9 Contingency Theories 3 Contingency Theories: Fiedler Model Leader-Member Exchange Theory Path-goal Theory

10. 11-10 Fiedler Leadership Model Effective group performance depends on the proper match between the leader’s style and the degree to which the situation gives control to the leader Least-preferred co-worker (LPC) questionnaire used to determine basic leadership style (assumes this style is fixed)

11. 11-11 Fiedler Contingency Dimensions Dimensions define the key situational factors that determine leadership effectiveness:  Leader-member relations  Task structure  Position power

12. 11-12 Findings from the Fiedler Model

13. 11-13 Leader-Member Exchange (LMX) Theory Leaders do differentiate among followers Disparities are far from random Followers with in-group status have:  higher performance ratings  lower turnover intentions  greater satisfaction with their superiors  higher overall satisfaction than those in the out-group

14. 11-14 Leader-Member Exchange (LMX) Theory

15. 11-15 Path-Goal Theory Leader’s job is to provide followers with the information, support or other resources necessary for them to achieve their goals Four leadership behaviors:  Directive leader  Supportive leader  Participative leader  Achievement-oriented leader

16. 11-16 Path-Goal Theory

17. Chapter 13 11-17

18. 11-18 Charismatic Leadership Theory Followers make attributions of heroic or extraordinary leadership abilities when they observe certain behaviors

19. 11-19 Key Characteristics of Charismatic Leaders

20. 11-20 How Charismatic Leaders Influence Followers Articulates an appealing vision Communicates high performance expectations and expresses confidence that followers can attain them Conveys, through words and actions, a new set of values and sets an example for followers to imitate Engages in emotion-inducing behavior to demonstrate courage and convictions about the vision

21. 11-21 The Potential Dark Side of Charismatic Leadership Leaders don’t necessarily act in the best interest of the organization Use organizational resources for personal benefit Remake companies in their own image Allow self-interest and personal goals to override organization’s goals

22. 11-22 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 self-interests for the good of the organization

23. 11-23 Transactional vs. Transformational Leader

24. 11-24 Full Range of Leadership Model

25. 11-25 How Transformational Leadership Works Followers are encouraged to be more innovative and creative Followers pursue more ambitious goals and have more personal commitment to them Vision engenders commitment from followers and greater sense of trust

26. 11-26 Challenges to the Leadership Construct Attribution theory of leadership says that leadership is merely an attribution that people make about other individuals Leaders don’t always have an impact on follower outcomes due to organizational variables that can neutralize the leader’s influence or act as substitutes for leadership

27. 11-27 Finding and Creating Effective Leaders Selection:  Personality test to look for traits associated with leadership  Match leaders to situations Training:  Train those willing to change their behavior  Can teach implementation skills and transformational skills

28. 11-28 Implications for Managers Leaders influence group performance Leadership success depends somewhat on having “the right stuff” Leadership depends on the situation Transformational skills becoming more important Select and train based on traits and qualities

29. 11-29 Summary 1.Contrasted leadership and management 2.Listed the traits of effective leaders 3.Defined and gave examples of the Ohio State leadership dimensions 4.Compared and contrasted trait and behavioral theories 5.Described Fiedler’s contingency model 6.Defined the qualities of a charismatic leader 7.Contrasted transformational with transactional leadership 8.Identified when leadership may not be necessary 9.Explained how to find and create effective leaders

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