Chapter 14-organizational Behaviour 6j5hi

Organizational Behavior, 8e Schermerhorn, Hunt, and Osborn Prepared by Michael K. McCuddy Valparaiso University John Wiley & Sons, Inc.

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Chapter 14 High Performance Leadership  Study questions. – What is leadership, and how does it differ from management? – What are the trait and behavioral leadership perspectives? – What are the situational or contingency leadership approaches? – How does attribution theory relate to leadership? Organizational Behavior: Chapter 14

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Chapter 14 High Performance Leadership  Study questions — cont. – What are the new leadership perspectives, and why are they especially important in high performance organizations?

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What is leadership, and how does it differ from management?  Management promotes stability or enables the

organization to run smoothly.  Leadership promotes adaptive or useful changes.  Persons in managerial positions may be involved

with both management and leadership.  Both management and leadership are needed for

organizational success. Organizational Behavior: Chapter 14

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What is leadership, and how does it differ from management?  Leadership is a special case of

interpersonal influence that gets an individual or group to do what the leader or manager wants done.  Forms of leadership: – Formal leadership. – Informal leadership. Organizational Behavior: Chapter 14

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What are the trait and behavioral leadership perspectives?  Trait theories. – Assume that traits play a key role in: • Differentiating between leaders and nonleaders.

• Predicting leader or organizational outcomes.

– Great-person-trait approach. • Earliest approach in studying leadership. • Tried to determine the traits that characterized great leaders. Organizational Behavior: Chapter 14

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What are the trait and behavioral leadership perspectives?  Identifiable characteristics of leaders. – Energetic. – Operate on an even keel. – Seek power as a means of achieving a vision or goal. – Ambitious. – High need for achievement. – Recognize their own strengths and weaknesses. – Oriented toward self-improvement.

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What are the trait and behavioral leadership perspectives?  Identifiable characteristics of leaders — cont. – Integrity. – Not easily discouraged. – Deals well with large amounts of information. – Above-average intelligence. – Good understanding of their social setting. – Possess specific knowledge concerning their industry, firm, and job.

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What are the trait and behavioral leadership perspectives?  Behavioral theories. – Assume that leader behaviors are crucial for explaining performance and other organizational outcomes. – Major behavioral theories. • • • •

Michigan leadership studies. Ohio State leadership studies. Leadership Grid. Leader-Member Exchange (LMX) theory. Organizational Behavior: Chapter 14

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What are the trait and behavioral leadership perspectives?  Michigan leadership studies. – Employee-centered supervisors. • Place strong emphasis on subordinate’s welfare.

– Production-centered supervisors. • Place strong emphasis on getting the work done. – Employee-centered supervisors have more

productive work groups than productioncentered supervisors. Organizational Behavior: Chapter 14

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What are the trait and behavioral leadership perspectives?  Ohio State leadership studies. – Consideration. • Concerned with people’s feelings and making

things pleasant for the followers.

– Initiating structure. • Concerned with defining task requirements and other aspects of the work agenda. – Effective leaders should be high on both

consideration and initiating structure. Organizational Behavior: Chapter 14

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What are the trait and behavioral leadership perspectives?  Leadership Grid. – Developed by Robert Blake and Jane 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. • 1 reflects minimum concern. • 9 reflects maximum concern. Organizational Behavior: Chapter 14

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What are the trait and behavioral leadership perspectives?  Leadership Grid — cont. – Five key Grid combinations. • 1/1 — low concern for production, low concern for people.

• 1/9 — low concern for production, high concern for people. • 5/5 — moderate concern for production, moderate concern

for people. • 9/1 — high concern for production, low concern for people. • 9/9 — high concern for production, high concern for people.

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What are the trait and behavioral leadership perspectives?  Leader-Member Exchange (LMX) theory. – Focuses on the quality of the working relationship between leaders and followers. – LMX dimensions determine followers’ hip in leader’s ―in group‖ or ―out group.‖ – Different relationships with ―in group‖ and ―out group.‖ Organizational Behavior: Chapter 14

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What are the situational or contingency leadership approaches?  Leader traits and behaviors can act in conjunction

with situational contingencies.  The effects of leader traits are enhanced by their relevance to situational contingencies.  Major situational contingency theories. – – – –

Fiedler’s leadership contingency theory. Fiedler’s cognitive resource theory. House’s path-goal theory of leadership. Hersey and Blanchard’s situational leadership model. Organizational Behavior: Chapter 14

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What are the situational or contingency leadership approaches?  Fiedler’s leadership contingency theory. – Initiated the situational contingency approach

in the mid-1960s. – Fiedler’s approach emphasized that group

effectiveness depends on an appropriate match between the leader’s style and situational demands. Organizational Behavior: Chapter 14

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What are the situational or contingency leadership approaches?  Key variables in 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. • Is a function of: – Leader-member relations. – Task structure. – Position power. Organizational Behavior: Chapter 14

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What are the situational or contingency leadership approaches?  Key variables in Fiedler’s contingency

model — cont. – Least preferred co-worker (LPC) score reflects

a person’s leadership style. • High-LPC leaders have a relationship-motivated

style. • Low-LPC leaders have a task-motivated style. Organizational Behavior: Chapter 14

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What are the situational or contingency leadership approaches?  Implications of Fiedler’s contingency

model. – Task-motivated leaders have more effective

groups under conditions of low or high situational control. – Relationship-motivated leaders have more effective groups under conditions of moderate situational control. Organizational Behavior: Chapter 14

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What are the situational or contingency leadership approaches?  Fiedler’s cognitive resource theory. – Cognitive resources are abilities or competencies. – A leader’s use of directive or nondirective behavior

depends on: • The leader’s or subordinate group ’ ability or

competency. • Stress.

• Experience. • Group of the leader.

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What are the situational or contingency leadership approaches?  Fiedler’s cognitive resource theory — cont. – Directiveness is most helpful for performance

when the leader is: • Competent. • Relaxed. • ed.

– Otherwise nondirectiveness is preferred.

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What are the situational or contingency leadership approaches?  Evaluation and application of Fiedler’s

contingency theory. – Controversy regarding what LPC actually

measures. – Leader match training. • Leaders are trained to diagnose the situation to

match their LPC scores with situational control. • Also shows how situational control variable can be changed to obtain a match. Organizational Behavior: Chapter 14

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What are the situational or contingency leadership approaches?  House’s path-goal theory of leadership. – Emphasizes how a leader influences subordinates’ perceptions of both work goals and personal goals and the links, or paths, found between these two sets of goals. – The theory assumes that a leader’s key function is to adjust his/her behavior to complement situational contingencies. Organizational Behavior: Chapter 14

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What are the situational or contingency leadership approaches?  House’s path-goal theory of leadership —

cont. – Leader behaviors. • Directive leadership. • ive leadership.

• Achievement-oriented leadership. • Participative leadership. Organizational Behavior: Chapter 14

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What are the situational or contingency leadership approaches?  House’s path-goal theory of leadership —

cont. – Situational contingency variables. • Subordinate attributes — authoritarianism,

internal-external orientation, and ability. • Work setting attributes — task, formal authority

system, and primary work group. Organizational Behavior: Chapter 14

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What are the situational or contingency leadership approaches?  Path-goal theory predictions regarding

directive leadership. – Positive impact on subordinates when task is

clear; negative impact when task is ambiguous. – More directiveness is needed when ambiguous tasks are performed by highly authoritarian and closed-minded subordinates. Organizational Behavior: Chapter 14

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What are the situational or contingency leadership approaches?  Path-goal theory predictions regarding

ive leadership. – Increases satisfaction of subordinates working

on highly repetitive, unpleasant, stressful, or frustrating tasks.

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What are the situational or contingency leadership approaches?  Path-goal theory predictions regarding

achievement-oriented leadership. – Encourages subordinates to strive for higher

performance standards and to have more confidence in their ability to meet challenging goals. – Increases effort-performance expectancies for subordinates working in ambiguous, nonrepetitive tasks. Organizational Behavior: Chapter 14

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What are the situational or contingency leadership approaches?  Path-goal theory predictions regarding

participative leadership. – Promotes satisfaction on nonrepetitive tasks

that allow for subordinates’ ego involvement. – Promotes satisfaction for open-minded or

nonauthoritarian subordinates working on repetitive tasks. Organizational Behavior: Chapter 14

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What are the situational or contingency leadership approaches?  Evaluation and application of House’s

path-goal theory. – Many aspects of the theory have not been

adequately tested. – Lacks substantial current research. – House has revised and extended path-goal

theory into a theory of work unit leadership. Organizational Behavior: Chapter 14

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What are the situational or contingency leadership approaches?  Hersey and Blanchard’s situational

leadership model. – Emphasizes the situational contingency of

maturity, or ―readiness,‖ of followers. – Readiness is the extent to which people have

the ability and willingness to accomplish a specific task. Organizational Behavior: Chapter 14

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What are the situational or contingency leadership approaches?  Hersey and Blanchard’s situational

leadership model — cont. – Leader style and follower readiness. • A telling style is best for low readiness. • A selling style is best for low to moderate readiness. • A participating style is best for moderate to high readiness. • A delegating style is best for high readiness. Organizational Behavior: Chapter 14

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What are the situational or contingency leadership approaches?  Substitutes for leadership. – Sometimes hierarchical leadership makes

essentially no difference. – Substitutes for leadership make a leader’s

influence either unnecessary or redundant.

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What are the situational or contingency leadership approaches?  Examples of leadership substitutes. – Individuals’ experience, ability, and training. – Individuals’ professional orientation. – Highly structured/routine jobs. – Intrinsically satisfying jobs. – Cohesive work group. Organizational Behavior: Chapter 14

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What are the situational or contingency leadership approaches?  Examples of leadership neutralizers. – Individual indifference toward organizational

rewards. – Low leader position power. – Physical separation of leader.

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How does attribution theory relate to leadership?  Attribution theory recognizes that

leadership and its effects may not be able to be identified and measured objectively.  Leaders’ and subordinates’ behaviors are

significantly influenced by the attributions each makes about the other’s behavior. Organizational Behavior: Chapter 14

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How does attribution theory relate to leadership?  Leadership prototypes. – People’s mental image of what a model leader should look like. – A mix of specific and more general characteristics. – Some core characteristics — like integrity and self-efficacy — are probably universal across leadership situations. Organizational Behavior: Chapter 14

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How does attribution theory relate to leadership?  Leadership prototypes — cont. – Prototypes may differ by country and by

national culture. – The closer that a leader’s behavior matches the prototype held by the followers, the more favorable the leader’s relations and key outcomes. Organizational Behavior: Chapter 14

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How does attribution theory relate to leadership?  Exaggeration of the leadership difference. – CEOs, particularly of large corporations, may

have little leadership impact on profits and effectiveness compared to environmental and industry forces. – Romance of leadership. • People attribute almost magical qualities to

leadership. Organizational Behavior: Chapter 14

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What are the new leadership perspectives, and why are they especially important in high performance organizations?  New leadership emphasizes: – Charismatic approaches. – Transformational approaches.

– Aspects of vision related to charismatic and

transformational approaches.

 New leadership is important in changing and

transforming individuals and organizations with a commitment to high performance. Organizational Behavior: Chapter 14

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What are the new leadership perspectives, and why are they especially important in high performance organizations?  Charismatic approaches to leadership. – Charismatic leaders, by force of their personal abilities, can have 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. Organizational Behavior: Chapter 14

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What are the new leadership perspectives, and why are they especially important in high performance organizations?  Charismatic approaches to leadership —

cont. – Charismatic behaviors include: • Role modeling. • Image building. • Articulating goals. • Emphasizing high expectations. • Showing confidence. • Arousing follower motives. Organizational Behavior: Chapter 14

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What are the new leadership perspectives, and why are they especially important in high performance organizations?  Dark side versus bright side of charismatic

leadership. – Dark side. • Emphasizes personalized power. • Leaders focus on themselves. – Bright side. • Emphasizes socialized power. • Leaders empower followers. Organizational Behavior: Chapter 14

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What are the new leadership perspectives, and why are they especially important in high performance organizations?  Conger and Kanungo’s three-stage charismatic

leadership model. – Stage 1: The leader critically evaluates the status quo. – Stage 2: The leaders formulates and articulates future

goals and a idealized future vision. – Stage 3: The leader shows how the goals and vision

can be achieved. Organizational Behavior: Chapter 14

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What are the new leadership perspectives, and why are they especially important in high performance organizations?  Conger and Kanungo’s three-stage

charismatic leadership model — cont. – If leaders use behaviors such as vision

articulation, environmental sensitivity, and unconventional behavior, followers will attribute charismatic leadership to them.

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What are the new leadership perspectives, and why are they especially important in high performance organizations?  Charismatic leadership relative to close-up

and at-a-distance leaders. – Both types of leaders are viewed as

charismatic but possess quite different traits and behaviors.

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What are the new leadership perspectives, and why are they especially important in high performance organizations?  Transactional leadership. – Involves leader-follower exchanges necessary for achieving routine performance agreed upon between leaders and followers. – Leader-follower exchanges involve: • • • •

Use of contingent rewards. Active management by exception. ive management by exception. Abdicating responsibilities and avoiding decisions. Organizational Behavior: Chapter 14

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What are the new leadership perspectives, and why are they especially important in high performance organizations?  Transformational leadership occurs when

leaders: – Broaden and elevate their followers’ interests. – Generate awareness and acceptance of the

group’s purposes and mission. – Stir their followers to look beyond their own

self-interests to the good of others. Organizational Behavior: Chapter 14

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What are the new leadership perspectives, and why are they especially important in high performance organizations?  Dimensions of transformational leadership. – Charisma. • Provides vision and a sense of mission; and instills

pride, respect, and trust in followers.

– Inspiration. • Communicates high expectations, uses symbols to

focus efforts; expresses important purposes in simple ways. Organizational Behavior: Chapter 14

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What are the new leadership perspectives, and why are they especially important in high performance organizations?  Dimensions of transformational leadership

— cont. – Intellectual stimulation. • Promotes intelligence, rationality, and careful

problem solving.

– Individualized consideration. • Provides personal attention, treats each employee

individually, and coaches and advises. Organizational Behavior: Chapter 14

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What are the new leadership perspectives, and why are they especially important in high performance organizations?  Transformational leadership is likely to be

strongest at the top-management level.  Transformational leadership is found

through the organization.  Transformational leadership operates in

combination with transactional leadership. Organizational Behavior: Chapter 14

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What are the new leadership perspectives, and why are they especially important in high performance organizations?  Leadership in high performance work teams. – Leaders in self-directing work teams act as coordinators. – Behaviors in the coordinator role emphasize the development of self-leadership on the part of team . • Self-leadership acts as a partial substitute for hierarchical

leadership. • While coordinator behaviors encourage follower participation, they are not charismatic behaviors. Organizational Behavior: Chapter 14

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What are the new leadership perspectives, and why are they especially important in high performance organizations?  Some new leadership issues. – People can be trained in new leadership

approaches. – New leadership is not always good or needed. – New leadership should be used in conjunction

with traditional leadership. Organizational Behavior: Chapter 14

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