Microsoft® PowerPoint Presentation to Accompany Organizational Behavior SEVENTH EDITION Gregory Moorhead and Ricky W. Griffin

Leadership Models and Concepts Chapter 13 Leadership Models and Concepts

Copyright © by Houghton Mifflin Company. All rights reserved. Learning Objectives Explain the meaning of “leadership” and differentiate it from management. Summarize the trait and behavioral approaches to leadership. Describe the LPC theory of leadership. Explain the path-goal theory of leadership. Describe Vroom’s decision tree approach to leadership. Summarize the leader-member exchange model and the Hersey and Blanchard model of leadership. Copyright © by Houghton Mifflin Company. All rights reserved.

The Nature of Leadership The Meaning of Leadership As a process, leadership is the use of noncoercive influence to direct and coordinate the activities of group members to meet a goal. As a property, leadership is the set of characteristics attributed to those who are perceived to use such influence successfully. The Importance of Leadership From an organizational viewpoint, leadership is vital because it has such a powerful influence on individual and group behavior (s). Copyright © by Houghton Mifflin Company. All rights reserved.

Copyright © by Houghton Mifflin Company. All rights reserved. Leadership Versus Management: Distinctions between Management and Leadership Table 13.1 Copyright © by Houghton Mifflin Company. All rights reserved.

Leadership Versus Management Leadership and management are related, but they are not the same. Organizations need both management and leadership if they are to be effective Copyright © by Houghton Mifflin Company. All rights reserved.

Early Approaches to Leadership Trait Approaches to Leadership Early researchers believed that leaders had unique qualities or traits that distinguished them from their peers. Trait research has focused on identifying leadership traits, developing trait measurement methods, and using the methods to select leaders. The trait approach has been largely unsuccessful in identifying universal leadership characteristics. Current trait research focuses on drive, motivation, integrity, and other traits that are common among effective leaders. Copyright © by Houghton Mifflin Company. All rights reserved.

Early Approaches to Leadership [continued] Behavioral Approach to Leadership In the late 1940s, the emphasis shifted to determining what behaviors are associated with effective leadership. The goal of the behavioral approach was to determine what behaviors are associated with effective leadership. The Michigan Studies and the Ohio State Studies were two prominent “behavioral approach” examinations of leadership behavior. Copyright © by Houghton Mifflin Company. All rights reserved.

Behavioral Approaches to Leadership The Michigan Studies Were conducted to determine the pattern of leadership behavior that results in effective group performance. Copyright © by Houghton Mifflin Company. All rights reserved.

Behavioral Approaches to Leadership [continued] The researchers found that leadership consists of two separate dimensions: Job-centered leader behavior. Attempts to build work group performance by paying attention to the efficient completion of the task. Primary emphasis is on the task. Employee-centered leader behavior. Attempts to build work group performance by paying attention to the human aspects of the group. Primary emphasis is on the person. The studies suggested that a leader could exhibit either behavior, but not both at the same time. Copyright © by Houghton Mifflin Company. All rights reserved.

Behavioral Approaches to Leadership [continued] The Ohio State Studies Found that leaders engaged in two separate sets of leadership behaviors. Consideration Involves being concerned with subordinates’ feelings and respecting subordinates’ ideas. Copyright © by Houghton Mifflin Company. All rights reserved.

Behavioral Approaches to Leadership [continued] Initiating Structure Involves clearly defining the leader-subordinate roles so that subordinates know what is expected of them. Unlike the Michigan Studies variables, consideration and initiating structure were not thought to be on the same continuum. Instead, they were seen as independent dimensions of leadership behavior. Copyright © by Houghton Mifflin Company. All rights reserved.

Figure 13.1 Early Behavioral Approaches to Leadership Copyright © by Houghton Mifflin Company. All rights reserved.

Other Approaches to Leadership The Leadership Grid Created as a tool to apply the Ohio State findings, the Grid evaluates leader behavior along two dimensions: Concern for production. Concern for people. This approach suggests that effective leadership styles include high levels of both behaviors Copyright © by Houghton Mifflin Company. All rights reserved.

Other Approaches to Leadership High = 9 The 9,9 combination of leadership behaviors is considered the most effective leadership style. Concern for people Low = 1 Low = 1 Concern for production High = 9 Copyright © by Houghton Mifflin Company. All rights reserved.

The LPC Theory of Leadership The LPC (least-preferred coworker) theory Maintains that a leader’s effectiveness depends on the match between the leader’s personality and the situation. Assesses leadership potential by examining the relationship between task structure, position power, and a leader’s behavior. Copyright © by Houghton Mifflin Company. All rights reserved.

Table 13.2 The LPC Theory of Leadership Copyright © by Houghton Mifflin Company. All rights reserved.

The Path-Goal Theory of Leadership Basic Premises of the path-goal theory suggest That effective leaders clarify the paths (behaviors) that will lead to desired rewards (goals) That a leader affects subordinates’ performance by clarifying the behavior (paths) that will lead to desired rewards (goals). The path-goal theory specifies four kinds of leader behavior: directive, supportive, participative, and achievement oriented. Evaluation and Implications Leaders are advised to vary their behaviors in response to situational factors such as personal characteristics of subordinates and environmental characteristics Copyright © by Houghton Mifflin Company. All rights reserved.

Figure 13.2 The Path-Goal Theory of Leadership Copyright © by Houghton Mifflin Company. All rights reserved.

Vroom’s Decision Tree Approach to Leadership Basic Premises Approach attempts to prescribe decision-making style that a manager should use given a particular situation. A key component of the model is determining how much to involve subordinates in making decisions. The model requires that managers use of one of two different decision trees: A time-driven model (tree) is intended for use in making an effective decision as quickly as possible. The development-drive model (tree) is used for developing the decision-making skills of others. Copyright © by Houghton Mifflin Company. All rights reserved.

Vroom’s Decision Tree Approach to Leadership [continued] Basic Premises (cont’d) After choosing a tree, the leader assesses the problem in terms of seven situational factors: Decision significance. The importance of commitment by followers. The leader’s expertise. The likelihood of commitment by followers. Group support. Group expertise. Team competence. The assessment guides the manager through the decision tree and identifies an effective decision-making style. Copyright © by Houghton Mifflin Company. All rights reserved.

Vroom’s Decision Tree Approach to Leadership [continued] Basic Premises (cont’d) Based on the analysis results, a manager is advised to employ one of five leadership styles: Decide: Manager makes the decision alone. Delegate: Manager lets group define problem and develop solution. Consult (group): Manager presents problem to group, gets their input and then makes the decision alone. Consult (individually): Manager talks with each individual, and then makes decision alone. Facilitate: Manager presents problem to group and assists group discussion as group develops decision. Copyright © by Houghton Mifflin Company. All rights reserved.

Other Contemporary Approaches to Leadership Because leadership is such an important area, managers and researchers continue to study it. As a result, new ideas, theories, and perspectives are continuously being developed. Copyright © by Houghton Mifflin Company. All rights reserved.

The Leader-Member Exchange Model In-Group Is a small number of employees with which the supervisor has a special relationship; they receive a disproportionate amount of the supervisor’s time and attention. In-group members receive special privileges and opportunities. Out-Group Consists of the majority of a supervisor’s employees who receive less of the supervisor’s time and attention. Out-group members are afforded fewer privileges and opportunities. Copyright © by Houghton Mifflin Company. All rights reserved.

Figure 13.5 The Leader-Membership Exchange (LMX) Model Copyright © by Houghton Mifflin Company. All rights reserved.

The Hersey and Blanchard Model of Leadership Identifies different combinations of leadership presumed to work best with different levels of organizational maturity on the part of followers. As the maturity of followers improves, the leader’s leadership style can shift from a “telling” style to a “selling” style and, finally, to a “delegating” style. Copyright © by Houghton Mifflin Company. All rights reserved.

Figure 13.6 The Hershey and Blanchard Theory of Leadership Copyright © by Houghton Mifflin Company. All rights reserved.