1. ORGANIZATIONAL BEHAVIOR S T E P H E N P. R O B B I N S W W W. P R E N H A L L. C O M / R O B B I N S T E N T H E D I T I O N © 2003 Prentice Hall Inc. All rights reserved. PowerPoint Presentation by Charlie Cook

2. © 2003 Prentice Hall Inc. All rights reserved.11–2 AFTER STUDYING THIS CHAPTER, YOU SHOULD BE ABLE TO: 1.Contrast leadership and management. 2.Summarize the conclusions of trait theories. 3.Identify the limitations of behavioral theories. 4.Describe Fiedler’s contingency model. 5.Explain Hersey and Blanchard’s situational theory. 6.Summarize leader-member exchange theory. L E A R N I N G O B J E C T I V E S

3. © 2003 Prentice Hall Inc. All rights reserved.11–3 AFTER STUDYING THIS CHAPTER, YOU SHOULD BE ABLE TO: 7.Describe the path-goal theory. 8.Identify the situational variables in the leader- participation model. L E A R N I N G O B J E C T I V E S (cont’d)

4. © 2003 Prentice Hall Inc. All rights reserved.11–4 What Is Leadership?

5. © 2003 Prentice Hall Inc. All rights reserved.11–5 Trait Theories Leadership Traits: Ambition and energyAmbition and energy The desire to leadThe desire to lead Honesty and integrityHonesty and integrity Self-confidenceSelf-confidence IntelligenceIntelligence Job-relevant knowledgeJob-relevant knowledge Leadership Traits: Ambition and energyAmbition and energy The desire to leadThe desire to lead Honesty and integrityHonesty and integrity Self-confidenceSelf-confidence IntelligenceIntelligence Job-relevant knowledgeJob-relevant knowledge

6. © 2003 Prentice Hall Inc. All rights reserved.11–6 Trait Theories Limitations : No universal traits that predict leadership in all situations.No universal traits that predict leadership in all situations. Traits predict behavior better in “weak” than “strong” situations.Traits predict behavior better in “weak” than “strong” situations. Unclear evidence of the cause and effect of relationship of leadership and traits.Unclear evidence of the cause and effect of relationship of leadership and traits. Better predictor of the appearance of leadership than distinguishing effective and ineffective leaders.Better predictor of the appearance of leadership than distinguishing effective and ineffective leaders. Limitations : No universal traits that predict leadership in all situations.No universal traits that predict leadership in all situations. Traits predict behavior better in “weak” than “strong” situations.Traits predict behavior better in “weak” than “strong” situations. Unclear evidence of the cause and effect of relationship of leadership and traits.Unclear evidence of the cause and effect of relationship of leadership and traits. Better predictor of the appearance of leadership than distinguishing effective and ineffective leaders.Better predictor of the appearance of leadership than distinguishing effective and ineffective leaders.

7. © 2003 Prentice Hall Inc. All rights reserved.11–7 Behavioral Theories Trait theory: Leaders are born, not made.Trait theory: Leaders are born, not made. Behavioral theory: Leadership traits can be taught.Behavioral theory: Leadership traits can be taught. Trait theory: Leaders are born, not made.Trait theory: Leaders are born, not made. Behavioral theory: Leadership traits can be taught.Behavioral theory: Leadership traits can be taught.

8. © 2003 Prentice Hall Inc. All rights reserved.11–8 Ohio State Studies

9. © 2003 Prentice Hall Inc. All rights reserved.11–9 University of Michigan Studies

10. © 2003 Prentice Hall Inc. All rights reserved.11–10 The Managerial Grid E X H I B I T 11-1

11. © 2003 Prentice Hall Inc. All rights reserved.11–11 Scandinavian Studies

12. © 2003 Prentice Hall Inc. All rights reserved.11–12 Contingency Theories: Fiedler’s Model

13. © 2003 Prentice Hall Inc. All rights reserved.11–13 Fiedler’s Model: Defining the Situation

14. © 2003 Prentice Hall Inc. All rights reserved.11–14 E X H I B I T 11-2 Findings from Fiedler Model

15. © 2003 Prentice Hall Inc. All rights reserved.11–15 Cognitive Resource Theory Research Support : Less intelligent individuals perform better in leadership roles under high stress than do more intelligent individuals. Less experienced people perform better in leadership roles under low stress than do more experienced people. Research Support : Less intelligent individuals perform better in leadership roles under high stress than do more intelligent individuals. Less experienced people perform better in leadership roles under low stress than do more experienced people.

16. © 2003 Prentice Hall Inc. All rights reserved.11–16 Hersey and Blanchard’s Situational Leadership Theory Follower readiness: ability and willingness Leader: decreasing need for support and supervision

17. © 2003 Prentice Hall Inc. All rights reserved.11–17 Leader–Member Exchange Theory

18. © 2003 Prentice Hall Inc. All rights reserved.11–18 Leader-Member Exchange Theory E X H I B I T 11-3

19. © 2003 Prentice Hall Inc. All rights reserved.11–19 Path-Goal Theory

20. © 2003 Prentice Hall Inc. All rights reserved.11–20 The Path-Goal Theory E X H I B I T 11-4

21. © 2003 Prentice Hall Inc. All rights reserved.11–21 Leader-Participation Model

22. © 2003 Prentice Hall Inc. All rights reserved.11–22 Contingency Variables in the Revised Leader-Participation Model E X H I B I T 11-5