1. Chapter 11 Leadership Theories
Leaders move things forward

2. Chapter 11 Study Questions
What is leadership and how does it differ from management?
What are situational contingency approaches to leadership ?
What is implicit leadership?
What are charismatic/transformational perspectives?
Copyright © 2008 John Wiley & Sons, Inc.

3. What is leadership and how does it differ from management?
Role of management is to promote stability or to enable the organization to run smoothly
Role of leadership is to promote adaptive or useful changes
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4. What is leadership and how does it differ from management?
process of influencing others to understand and agree about what needs to be done and how to do it, and the process of facilitating individual and collective efforts to accomplish shared efforts
Formal leadership
Informal leadership
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5. What is leadership and how does it differ from management?
Formal leadership
exerted by persons appointed to or elected to positions of formal authority in organizations
Informal leadership
exerted by persons who become influential because they have special skills that meet the resource needs of others
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6. What is leadership and how does it differ from management?
Approaches to leadership
Trait and behavioral theory perspectives
Attributional and symbolic perspectives
Transformational and charismatic perspectives
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7. Study Question 1: What is leadership and how does it differ from management?
Trait perspectives
assume that traits play a central role in differentiating between leaders and non-leaders or in predicting leader or organizational outcomes.
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8. Figure 11.1
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9. What is leadership and how does it differ from management?
Behavioral theories
assumes that leadership is central to performance and other outcomes
Focuses on leader behaviors rather than traits
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10. What is leadership and how does it differ from management?
Michigan leadership studies
Employee-centered supervisors
Place strong emphasis on subordinate’s welfare
Production-centered supervisors
Place strong emphasis on getting the work done
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11. What is leadership and how does it differ from management?
Ohio State leadership studies
Consideration
Sensitive to people’s feelings and making things pleasant for the followers
Initiating structure
Concerned with spelling out the task requirements and clarifying other aspects of the work agenda
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12. What is leadership and how does it differ from management?
Leadership Grid
Developed by Blake and Mouton
Built on dual emphasis of consideration and initiating structure
A 9 x 9 Grid (matrix) reflecting levels of concern for people and concern for task
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13. What is leadership and how does it differ from management?
Leader-Member Exchange (LMX) theory
Focuses on the quality of the working relationship between leaders and followers
LMX dimensions determine followers’ membership in leader’s “in group” or “out group”
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14. What are situational contingency approaches to leadership?
Leader traits and behaviors can act in conjunction with situational contingencies
The effects of leader traits are enhanced by their relevance to situational contingencies
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15. What are situational contingency approaches to leadership?
Fiedler’s contingency model
Situational control - The extent to which a leader can determine what his or her group is going to do as well as the outcomes of the group’s actions and decisions.
Copyright © 2008 John Wiley & Sons, Inc.

16. What are situational contingency approaches to leadership?
Least preferred co-worker (LPC) scale
measure of a person’s leadership style based on a description of the person with whom respondents have been able to work least well
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17. Figure 11.2
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18. What are situational contingency approaches to leadership?
Fiedler’s situational control variables
Leader-member relations (good/poor)—membership support for the leader
Task structure (high/low)—spelling out the leader’s task goals, procedures, and guidelines in the group
Position power (strong/weak)—the leader’s task expertise and reward or punishment authority
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19. What are situational contingency approaches to leadership?
Fiedler’s cognitive resource theory
A leader’s use of directive or nondirective behavior depends on:
The leader’s or subordinate group members’ ability or competency
Stress
Experience
Group support of the leader
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20. What are situational contingency approaches to leadership?
House’s path-goal theory of leadership
assumes that a leader’s key function is to adjust his or her behaviors to complement situational contingencies.
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21. Figure 11.3
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22. What are situational contingency approaches to leadership?
Directive leadership
spells out the what and how of subordinates’ tasks
Supportive leadership
focuses on subordinate needs, well-being, and promotion of a friendly work climate.
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23. What are situational contingency approaches to leadership?
Achievement oriented leadership
emphasizes setting challenging goals, stressing excellence in performance and showing confidence in people’s ability to achieve high standards of performance.
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24. What are situational contingency approaches to leadership?
Participative leadership
focuses on consulting with subordinates and seeking and taking their suggestions into account before making decisions.
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25. Figure 11.4
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26. Figure 11.5
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27. What are situational contingency approaches to leadership?
Leader-member exchange (LMX) theory
emphasizes the quality of the working relationship between leaders and followers.
Copyright © 2008 John Wiley & Sons, Inc.

28. What are situational contingency approaches to leadership?
Substitutes for leadership
make a leader’s influence either unnecessary or redundant in that they replace a leader’s influence
Romance of leadership
is where people attribute romantic, almost magical, qualities to leadership
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29. What is implicit leadership?
Inference-based
Emphasizes leadership effectiveness as inferred by perceived group/organizational performance outcomes
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30. What is implicit leadership?
Recognition-based
is leadership effectiveness based on how well a person fits characteristics of a good or effective leader
Leadership prototypes are the second form of leadership considered to be in the
mind of the beholder. Here, research argues that people have a mental image of
the characteristics that make a “good” leader or that a “real” leader would possess
to be considered effective in a given situation.
Copyright © 2008 John Wiley & Sons, Inc.

31. What are charismatic/transformational perspectives?
Charismatic leaders
Leaders who by force of their personal abilities, are capable of having a profound and extraordinary effect on followers
Characteristics of charismatic leaders include:
High need for power.
High feelings of self-efficacy.
Conviction in the moral rightness of their beliefs.
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32. What are charismatic/transformational perspectives?
Conger and Kanungo’s three-stage charismatic leadership model
Stage 1: the leader critically evaluates the status quo
Stage 2: the leader formulates and articulates future goals and a idealized future vision.
Stage 3: the leader shows how the goals and vision can be achieved.
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33. Figure 11.6
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34. What are charismatic/transformational perspectives?
Transactional leadership
Involves leader-follower exchanges necessary for achieving routine performance that is agreed upon by leaders and followers
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35. What are charismatic/transformational perspectives?
Leader-follower exchanges involve:
Use of contingent rewards.
Active management by exception.
Passive management by exception.
Abdicating responsibilities and avoiding decisions.
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36. What are charismatic/transformational perspectives?
Transformational leadership
Leaders broaden and elevate followers’ interests, generate awareness and acceptance of the group’s mission, and stir followers to look beyond self-interests
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37. What are charismatic/transformational perspectives?
Dimensions of transformational leadership
Charisma
Inspiration
Intellectual stimulation
Individualized consideration
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38. What are charismatic/transformational perspectives?
Can people be trained in the new leadership?
People can be trained to adopt new leadership approaches.
Leaders can devise improvement programs to address their weaknesses and work with trainers to develop their leadership skills.
Leaders can be trained in charismatic skills.
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39. What are charismatic/transformational perspectives?
Is new leadership always good?
Not always good
Dark-side charismatics can have negative effects on followers
Not always needed
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