Chapter 11: Leadership

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What Is Leadership?
• Leadership ( how to inspire and influence pp
to achieve the goal
– The ability to influence a group toward the
achievement of goals
• Management ( how can we create system to
make work smooth )
– Use of authority inherent in designated formal rank
to obtain compliance from organizational members
• Both are necessary for organizational success
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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
• Essential 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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Important Behavioral Studies

• Initiating structure
Ohio • Consideration

• Employee-oriented
Michiga • Production-
n oriented
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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 adds this additional aspect to our
understanding leadership effectiveness studies
• Three key theories:
– Fiedler’s Model
– Hersey and Blanchard’s Situational Leadership Theory
– Path-Goal Theory

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Fiedler Model
• Effective group performance depends on the
proper match between leadership style and
the degree to which the situation gives the
leader control.
– Assumes that leadership style (based on
orientation revealed in LPC questionnaire) is fixed

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Fiedler Model
• Considers Three Situational Factors:
– Leader-member relations: degree of confidence
and trust in the leader
– Task structure: degree of structure in the jobs
– Position power: leader’s ability to hire, fire, and
reward
• For effective leadership: must change to a
leader who fits the situation or change the
situational variables to fit the current leader
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 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
 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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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

In Groups Out Groups

• Members are • Managed by formal
similar to leader rules and policies
• In the leader’s • Receive less of the
inner circle of leader’s attention /
communication fewer exchanges
• More likely to
• Receives more
retaliate against the
time and attention
organization
from leader
• Gives greater
responsibility and
rewards
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• Leaders do differentiate among followers
• These disparities are far from random
• Followers with in-group status will have higher
performance ratings, lower turnover
intentions, greater satisfaction with their
supervisors, etc.

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Charismatic Leadership

Unconventional
Sensitivity
Personal
to Followers
Risk
Behavior

V
i
s
i
o
n

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Charismatic Leadership
• How do charismatic leaders influence followers?

Create a
Articulate a Create a new Demonstrate
Vision
Vision set of Values the Vision
Statement

• Dark side of Charismatic leadership

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Transformational Leaders
• Inspire followers to transcend their self-
interests for the good of the organization

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Leadership Model

Transactional Transformational
Approaches Approaches
• Laissez-Faire • Individualized
• Management by Consideration
Exception • Intellectual
• Contingent Stimulation
Reward • Inspirational
Motivation
• Idealized Influence
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Authentic Leaders
• Authentic leaders know who they are,
what they believe in and value, and act
upon those values and beliefs.

Ethics and Leadership

• Leadership is not free from values.
When we assess leadership, we must
assess not just the goals themselves but
also the means by which those goals are
achieved. 30
Trust and Leadership
• Trust – a psychological state that exists when
you agree to make yourself vulnerable to
another because you have a positive
expectation for how things are going to turn
out.
– Key attribute associated with leadership
– Followers who trust their leader will align their
actions and attitudes with the leader’s
behaviors/requests

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How is Trust Developed?

Trust Action: Risk Taking,

Information Sharing,
Group Effectiveness, and
Productivity
Leadership
Action: Integrity,
Benevolence,
Ability
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Mentoring – Leading for the Future
• Mentor: A senior employee who supports a
less experienced employee.
Psychological
Career Functions
Functions
Helping the protégé gain skills Counseling the protégé to bolster
and abilities his/her confidence

Lobbying for the protégé to get Sharing personal experiences

better assignments with the protégé

Providing exposure to influential Providing friendship and

individuals in the organization acceptance

Acting as a sounding board for

Acting as a role model
ideas 33
Finding and Creating Effective Leaders

Selecting
Leaders

Training Leaders
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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
• The GLOBE Study

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• https://www.youtube.com/watch?
v=keCwRdbwNQY&t=9s
• https://www.ted.com/talks/
simon_sinek_how_great_leaders_inspire_acti
on?language=vi

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END.

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