Description
approach - the act of drawing spatially closer to something; the hunter's approach scattered the geese
organizational behavior
11–0
What Is Leadership?
Leadership
The ability to influence a group toward the achievement of goals.
Management Use of authority inherent in designated formal rank to obtain compliance from organizational members.
Prof Jalpa Thakkar© 2005 Prentice Hall Inc. All rights reserved.
11–1
Trait Theories
Traits Theories of Leadership Theories that consider personality, social, physical, or intellectual traits to differentiate leaders from nonleaders.
Leadership Traits:
• Ambition and energy
• The desire to lead • Honest and integrity • Self-confidence • Intelligence • High self-monitoring • Job-relevant knowledge
Prof Jalpa Thakkar© 2005 Prentice Hall Inc. All rights reserved.
11–2
Trait Theories
Limitations:
• No universal traits found that predict leadership in all situations.
• Traits predict behavior better in “weak” than “strong” situations. • 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.
Prof Jalpa Thakkar© 2005 Prentice Hall Inc. All rights reserved. 11–3
Behavioral Theories
Behavioral Theories of Leadership
Theories proposing that specific behaviors differentiate leaders from nonleaders.
• Trait theory: Leaders are born, not made. • Behavioral theory: Leadership traits can be taught.
Prof Jalpa Thakkar© 2005 Prentice Hall Inc. All rights reserved.
11–4
Ohio State Studies
Initiating Structure The extent to which a leader is likely to define and structure his or her role and those of subordinates in the search for goal attainment. Consideration The extent to which a leader is likely to have job relationships characterized by mutual trust, respect for subordinate’s ideas, and regard for their feelings.
Prof Jalpa Thakkar© 2005 Prentice Hall Inc. All rights reserved. 11–5
University of Michigan Studies
Employee-Oriented Leader Emphasizing interpersonal relations; taking a personal interest in the needs of employees and accepting individual differences among members. Production-Oriented Leader One who emphasizes technical or task aspects of the job.
Prof Jalpa Thakkar© 2005 Prentice Hall Inc. All rights reserved.
11–6
The Managerial Grid
(Blake and Mouton)
E X H I B I T 11–1 Prof Jalpa Thakkar© 2005 Prentice Hall Inc. All rights reserved. 11–7
Contingency Theories
Fiedler’s Contingency Model The theory that effective groups depend on a proper match between a leader’s style of interacting with subordinates and the degree to which the situation gives control and influence to the leader. Least Preferred Co-Worker (LPC) Questionnaire
An instrument that purports to measure whether a person is taskor relationship-oriented.
Prof Jalpa Thakkar© 2005 Prentice Hall Inc. All rights reserved. 11–8
Fiedler’s Model: Defining the Situation
Leader-Member Relations The degree of confidence, trust, and respect subordinates have in their leader.
Task Structure
The degree to which the job assignments are procedurized. Position Power Influence derived from one’s formal structural position in the organization; includes power to hire, fire, discipline, promote, and give salary increases.
Prof Jalpa Thakkar© 2005 Prentice Hall Inc. All rights reserved. 11–9
Findings from Fiedler Model
E X H I B I T 11–2 Prof Jalpa Thakkar© 2005 Prentice Hall Inc. All rights reserved. 11–10
Cognitive Resource Theory
Cognitive Resource Theory A theory of leadership that states that stress can unfavorably affect a situation and that intelligence and experience can lessen the influence of stress on the leader. 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.
Prof Jalpa Thakkar© 2005 Prentice Hall Inc. All rights reserved. 11–11
Hersey and Blanchard’s Situational Leadership Theory
Situational Leadership Theory (SLT) A contingency theory that focuses on followers’ readiness.
Unable and Unwilling Unable but Willing Able and Unwilling Able and Willing
Follower readiness: ability and willingness
Leader: decreasing need for support and supervision
Directive High Task and Relationship Orientations Supportive Participative Monitoring
Prof Jalpa Thakkar© 2005 Prentice Hall Inc. All rights reserved.
11–12
Leadership Styles and Follower Readiness (Hersey and Blanchard)
Follower Readiness
Able Unwilling Willing
Supportive Participative
Monitoring
Leadership Styles
Unable
Directive
High Task and Relationship Orientations
Prof Jalpa Thakkar© 2005 Prentice Hall Inc. All rights reserved.
11–13
Path-Goal Theory
Path-Goal Theory
The theory that it is the leader’s job to assist followers in attaining their goals and to provide them the necessary direction and/or support to ensure that their goals are compatible with the overall objectives of the group or organization.
Prof Jalpa Thakkar© 2005 Prentice Hall Inc. All rights reserved.
11–14
The Path-Goal Theory
E X H I B I T 11–4 Prof Jalpa Thakkar© 2005 Prentice Hall Inc. All rights reserved. 11–15
Leader–Member Exchange Theory
Leader-Member Exchange (LMX) Theory Leaders create in-groups and out-groups, and subordinates with in-group status will have higher performance ratings, less turnover, and greater job satisfaction.
Prof Jalpa Thakkar© 2005 Prentice Hall Inc. All rights reserved.
11–16
Leader-Member Exchange Theory
E X H I B I T 11–3 Prof Jalpa Thakkar© 2005 Prentice Hall Inc. All rights reserved. 11–17
Leader-Participation Model
Leader-Participation Model (Vroom and Yetton) A leadership theory that provides a set of rules to determine the form and amount of participative decision making in different situations.
Prof Jalpa Thakkar© 2005 Prentice Hall Inc. All rights reserved.
11–18
Contingency Variables in the Revised Leader-Participation Model
1. 2. 3. 4. 5. 6. 7. Importance of the decision Importance of obtaining follower commitment to the decision Whether the leader has sufficient information to make a good decision How well structured the problem is Whether an autocratic decision would receive follower commitment Whether followers “buy into” the organization’s goals Whether there is likely to be conflict among followers over solution alternatives 8. Whether followers have the necessary information to make a good decision 9. Time constraints on the leader that may limit follower involvement 10. Whether costs to bring geographically dispersed members together is justified 11. Importance to the leader of minimizing the time it takes to make the decision 12. Importance of using participation as a tool for developing follower decision skills
E X H I B I T 11–5 Prof Jalpa Thakkar© 2005 Prentice Hall Inc. All rights reserved. 11–19
doc_651491875.ppt
approach - the act of drawing spatially closer to something; the hunter's approach scattered the geese
organizational behavior
11–0
What Is Leadership?
Leadership
The ability to influence a group toward the achievement of goals.
Management Use of authority inherent in designated formal rank to obtain compliance from organizational members.
Prof Jalpa Thakkar© 2005 Prentice Hall Inc. All rights reserved.
11–1
Trait Theories
Traits Theories of Leadership Theories that consider personality, social, physical, or intellectual traits to differentiate leaders from nonleaders.
Leadership Traits:
• Ambition and energy
• The desire to lead • Honest and integrity • Self-confidence • Intelligence • High self-monitoring • Job-relevant knowledge
Prof Jalpa Thakkar© 2005 Prentice Hall Inc. All rights reserved.
11–2
Trait Theories
Limitations:
• No universal traits found that predict leadership in all situations.
• Traits predict behavior better in “weak” than “strong” situations. • 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.
Prof Jalpa Thakkar© 2005 Prentice Hall Inc. All rights reserved. 11–3
Behavioral Theories
Behavioral Theories of Leadership
Theories proposing that specific behaviors differentiate leaders from nonleaders.
• Trait theory: Leaders are born, not made. • Behavioral theory: Leadership traits can be taught.
Prof Jalpa Thakkar© 2005 Prentice Hall Inc. All rights reserved.
11–4
Ohio State Studies
Initiating Structure The extent to which a leader is likely to define and structure his or her role and those of subordinates in the search for goal attainment. Consideration The extent to which a leader is likely to have job relationships characterized by mutual trust, respect for subordinate’s ideas, and regard for their feelings.
Prof Jalpa Thakkar© 2005 Prentice Hall Inc. All rights reserved. 11–5
University of Michigan Studies
Employee-Oriented Leader Emphasizing interpersonal relations; taking a personal interest in the needs of employees and accepting individual differences among members. Production-Oriented Leader One who emphasizes technical or task aspects of the job.
Prof Jalpa Thakkar© 2005 Prentice Hall Inc. All rights reserved.
11–6
The Managerial Grid
(Blake and Mouton)
E X H I B I T 11–1 Prof Jalpa Thakkar© 2005 Prentice Hall Inc. All rights reserved. 11–7
Contingency Theories
Fiedler’s Contingency Model The theory that effective groups depend on a proper match between a leader’s style of interacting with subordinates and the degree to which the situation gives control and influence to the leader. Least Preferred Co-Worker (LPC) Questionnaire
An instrument that purports to measure whether a person is taskor relationship-oriented.
Prof Jalpa Thakkar© 2005 Prentice Hall Inc. All rights reserved. 11–8
Fiedler’s Model: Defining the Situation
Leader-Member Relations The degree of confidence, trust, and respect subordinates have in their leader.
Task Structure
The degree to which the job assignments are procedurized. Position Power Influence derived from one’s formal structural position in the organization; includes power to hire, fire, discipline, promote, and give salary increases.
Prof Jalpa Thakkar© 2005 Prentice Hall Inc. All rights reserved. 11–9
Findings from Fiedler Model
E X H I B I T 11–2 Prof Jalpa Thakkar© 2005 Prentice Hall Inc. All rights reserved. 11–10
Cognitive Resource Theory
Cognitive Resource Theory A theory of leadership that states that stress can unfavorably affect a situation and that intelligence and experience can lessen the influence of stress on the leader. 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.
Prof Jalpa Thakkar© 2005 Prentice Hall Inc. All rights reserved. 11–11
Hersey and Blanchard’s Situational Leadership Theory
Situational Leadership Theory (SLT) A contingency theory that focuses on followers’ readiness.
Unable and Unwilling Unable but Willing Able and Unwilling Able and Willing
Follower readiness: ability and willingness
Leader: decreasing need for support and supervision
Directive High Task and Relationship Orientations Supportive Participative Monitoring
Prof Jalpa Thakkar© 2005 Prentice Hall Inc. All rights reserved.
11–12
Leadership Styles and Follower Readiness (Hersey and Blanchard)
Follower Readiness
Able Unwilling Willing
Supportive Participative
Monitoring
Leadership Styles
Unable
Directive
High Task and Relationship Orientations
Prof Jalpa Thakkar© 2005 Prentice Hall Inc. All rights reserved.
11–13
Path-Goal Theory
Path-Goal Theory
The theory that it is the leader’s job to assist followers in attaining their goals and to provide them the necessary direction and/or support to ensure that their goals are compatible with the overall objectives of the group or organization.
Prof Jalpa Thakkar© 2005 Prentice Hall Inc. All rights reserved.
11–14
The Path-Goal Theory
E X H I B I T 11–4 Prof Jalpa Thakkar© 2005 Prentice Hall Inc. All rights reserved. 11–15
Leader–Member Exchange Theory
Leader-Member Exchange (LMX) Theory Leaders create in-groups and out-groups, and subordinates with in-group status will have higher performance ratings, less turnover, and greater job satisfaction.
Prof Jalpa Thakkar© 2005 Prentice Hall Inc. All rights reserved.
11–16
Leader-Member Exchange Theory
E X H I B I T 11–3 Prof Jalpa Thakkar© 2005 Prentice Hall Inc. All rights reserved. 11–17
Leader-Participation Model
Leader-Participation Model (Vroom and Yetton) A leadership theory that provides a set of rules to determine the form and amount of participative decision making in different situations.
Prof Jalpa Thakkar© 2005 Prentice Hall Inc. All rights reserved.
11–18
Contingency Variables in the Revised Leader-Participation Model
1. 2. 3. 4. 5. 6. 7. Importance of the decision Importance of obtaining follower commitment to the decision Whether the leader has sufficient information to make a good decision How well structured the problem is Whether an autocratic decision would receive follower commitment Whether followers “buy into” the organization’s goals Whether there is likely to be conflict among followers over solution alternatives 8. Whether followers have the necessary information to make a good decision 9. Time constraints on the leader that may limit follower involvement 10. Whether costs to bring geographically dispersed members together is justified 11. Importance to the leader of minimizing the time it takes to make the decision 12. Importance of using participation as a tool for developing follower decision skills
E X H I B I T 11–5 Prof Jalpa Thakkar© 2005 Prentice Hall Inc. All rights reserved. 11–19
doc_651491875.ppt