Chapter 12: Leaders and Leadership Understanding And Managing Organizational Behavior 4th Edition Chapter 12: Leaders and Leadership JENNIFER GEORGE & GARETH JONES

What is Leadership? Exerting influence Helping a group achieve its goals

Leadership Leaders are individuals who exert influence to help meet group goals Formal Informal Leader effectiveness is the extent to which a leader actually does help

Early Approaches to Leadership Leader Trait Approach Behavior Approach Fiedler’s Contingency Model

The Leader Trait Approach Intelligence Task-relevant knowledge Dominance Self-confidence Energy/activity levels Tolerance for stress Integrity and honesty Emotional maturity

The Leader Behavior Approach Consideration Initiating structure

The Behavior Approach Leader Reward Behavior Leader Punishing Behavior

Fiedler’s Contingency Theory of Leadership Leadership effectiveness determined by The characteristic of individuals The situations in which they find themselves Distinct leader styles Relationship-oriented Task-oriented

Measuring Leader Style Least preferred co-employee scale High LPC leaders = relationship-oriented Low LPC leaders = task-oriented

Situational Characteristics Leader-Member Relations Task Structure Position Power

Table 2.2 Fiedler’s Contingency Theory of Leadership Relationship-oriented Wants to be liked by and to get along well with subordinates Getting job done is second priority Task-oriented Wants high performance and accomplishment of all tasks Getting job done is first priority

Contemporary Perspectives on Leadership Path-Goal Theory Vroom and Yetton Model Leader-Member Exchange Theory

Path-Goal Theory A theory which describes how leaders can motivate their followers to achieve group and organizational goals and the kinds of behaviors leaders can engage in to motivate followers.

Guidelines for Path-Goal Theory Determine what outcomes subordinates are trying to obtain in the workplace Reward subordinates for performing at a high level or achieving their work goals by giving them desired outcomes Make sure subordinates believe that they can obtain their work goals and perform at a high level

Path-Goal Theory: Types of Behaviors Directive behavior Supportive behavior Participative behavior Achievement-oriented behavior

Vroom and Yetton Model Autocratic Consultative Group Delegated

Leadership Substitutes and Neutralizers Characteristics of the subordinate Characteristics of the work Characteristics of the group Characteristics of the organization

New Topics in Leadership Research Transformational and Charismatic Leadership Transactional Leadership Leader Mood Gender and Leadership

Characteristics of Transformational Leadership Charisma Intellectual Stimulation Developmental Consideration