Prepared by Charlie Cook The University of West Alabama © 2012 South-Western, a part of Cengage Learning All rights reserved. Modern Perspectives on Leadership Chapter th Edition Managing Organizational Behavior Moorhead & Griffin

13–2 © 2012 South-Western, a part of Cengage Learning After studying this chapter you should be able to: Identify and describe contemporary situational theories of leadership. Discuss leadership through the eyes of followers. Identify and describe alternatives to leadership. Describe the changing nature of leadership. Identify and discuss emerging issues in leadership. Chapter Learning Objectives

13–3 © 2012 South-Western, a part of Cengage Learning Contemporary Situational Theories New situational theories have evolved from LPC theory, Path-Goal theory, and the Decision Tree Model: –The Leader-Member Exchange Model –The Hersey and Blanchard Model –Attributions of Leadership –Updated versions of the original models

13–4 © 2012 South-Western, a part of Cengage Learning Contemporary Situational Theories (cont’d) The Leader-Member Exchange Model (Graen and Dansereau) –Suggests that leaders form unique independent relationships with each of their subordinates –A key factor in the nature of this relationship is whether the individual subordinate is in the leader’s out- group or in-group

13–5 © 2012 South-Western, a part of Cengage Learning 13.1 The Leader-Member Exchange (LMX) Model

13–6 © 2012 South-Western, a part of Cengage Learning Contemporary Situational Theories (cont’d) The Hersey and Blanchard Model –Suggests that leader behaviors should vary in response to the “readiness” of followers As follower readiness (i.e., subordinate’s degree of motivation, competence, experience, and interest in accepting responsibility) improves, the leader’s relationship style should change from telling to selling to participation to delegating while the leader’s task behavior (initially high) should diminish over time

13–7 © 2012 South-Western, a part of Cengage Learning 13.2 The Hersey and Blanchard Theory of Leadership

13–8 © 2012 South-Western, a part of Cengage Learning Leadership Through the Eyes of Followers Approaches to Leadership Transformational Leadership Charismatic Leadership Attributions of Leadership

13–9 © 2012 South-Western, a part of Cengage Learning Leaders as Followers See Them Transformational Leadership The set of abilities that allows the leader to recognize the need for change, to create a vision to guide that change, and to execute the change effectively. Charismatic Leadership Charisma is a personal characteristic of the leader which inspires support and acceptance. Leadership is based on leader’s personal charisma. Attributions of Leadership Holds that when behaviors are observed in a context associated with leadership, others may attribute varying levels of leadership ability or power to the person displaying those behaviors.

13–10 © 2012 South-Western, a part of Cengage Learning 13.3 The Charismatic Leader Reference: David A. Nadler and Michael L. Tushman, “Beyond the Charismatic Leader: Leadership and Organizational Change,” California Management Review, Winter 1990, pp. 70–97.

13–11 © 2012 South-Western, a part of Cengage Learning Alternatives to Leadership Alternatives to Leadership Alternatives to Leadership Leadership Substitutes Leadership Neutralizers

13–12 © 2012 South-Western, a part of Cengage Learning 13.1 Substitutes and Neutralizers for Leadership

13–13 © 2012 South-Western, a part of Cengage Learning The Changing Nature of Leadership Leaders as Coaches –New Role: Leader as Mentor Help select team members and other new employees Provide general direction Help train/develop the team and member skills Help acquire information/resources Help resolve conflict and mediate disputes

13–14 © 2012 South-Western, a part of Cengage Learning The Changing Nature of Leadership (cont’d) Gender and Leadership –Stereotyping of styles is no longer valid –Women tend to be more democratic decision makers; men more autocratic –Women may have stronger interpersonal skills –Women may confront more opposition and therefore involve others in decision making to reduce conflict Cross-Cultural Leadership –Culture encompasses both international differences and diversity-based differences within one culture

13–15 © 2012 South-Western, a part of Cengage Learning Emerging Issues in Leadership Leadership Issues Strategic Leadership Ethical Leadership Virtual Leadership

13–16 © 2012 South-Western, a part of Cengage Learning Emerging Issues in Leadership (cont’d) Strategic Leadership –Requires that leaders be capable of: Understanding the complexities of both the organization and its environment Leading change in the organization to achieve and maintain a superior alignment between the organization and its environment –Managerial requirements: Encompassing understanding of the organization Firm grasp of the organization’s environment Awareness of firm’s alignment with the environment Ability to improve the alignment

13–17 © 2012 South-Western, a part of Cengage Learning Emerging Issues in Leadership (cont’d) Why Ethical Leadership Is Essential –Increasing pressure for high ethical standards for leadership positions –Increasing pressure to hold leaders accountable for their actions –Increasing environmental pressure for stronger corporate governance models

13–18 © 2012 South-Western, a part of Cengage Learning Emerging Issues in Leadership (cont’d) Virtual Leadership Challenges –Changes in leadership and mentoring as in-person contact replaces virtual contact –Less nonverbal communication –Increasing importance of ’s role in conveying appreciation, reinforcement, and constructive feedback –Face-to-face leadership skills become critical as opportunities decrease for direct contact

13–19 © 2012 South-Western, a part of Cengage Learning Organizational Behavior in Action After reading the chapter: –What behavior do you most readily identify as “leadership”? –What could substitute for a professor’s leadership in the classroom? (Think lower tuition !!!)