1. Chapter Fourteen Leadership McGraw-Hill/Irwin
Organizational Behavior: Key Concepts, Skills & Best Practices, 3/e
Copyright © 2008 The McGraw-Hill Companies, Inc. All rights reserved.

2. What Does Leadership Involve?
Universal Phenomena
Everybody is concerned about it (especially in uncertain situations)
Leadership
Influencing employees to
voluntarily pursue
organizational goals

3. What Does Leadership Involve?
Leader is responsible for :
At the individual level : mentoring, motivating,
performance management
At the group level : team building, conflict
management, communication
At the organization level : building culture,
creating changes,

4. Leadership theories Trait theory Behavioral theory
Situational (Contingency) theories
Fiedler’s contingency model
Path-Goal Theory
Hersey & Blanchard’s Situational leadership theory
Transformational leadership
Additional perspectives
LMX model
Shared leadership
Servant leadership

5. Trait Theory Tried to identify leader trait
Personal characteristics that differentiate leaders from followers
Physical or personality characteristics
However, researchers were unable to uncover a consistent set of traits

6. Gender as a trait
Men and women were seen as displaying more task and social leadership, respectively
Women used a more democratic or participative style than men, and men used a more autocratic and directive style than women
Men and women were equally assertive

7. Key Positive Leadership Traits
Recent studies (after 1980s) found the positive traits, which lead to leadership effectiveness

8. Behavioral Theory
This line of research began during WWII as an effort to develop better military leaders
The Ohio State Studies identified two critical dimensions of leader behavior
Consideration: creating mutual respect and trust with followers (Relationship-oriented)
Initiating structure: organizing and defining what group members should be doing (Task-oriented)

9. Behavioral Theory Hc-Lis Hc-His Lc-Lis Lc-His
High
Consideration
Low
Low
High
Initiating Structure
Hc-His combination was expected to yield the best leadership outcomes
But, research results had been mixed
There is no one best style of leadership Situational leadership
Implication:
Leader behaviors can be systematically improved and developed
Many leadership development programs were introduced

10. Situational Theories Situational theories After 1960s
Propose that leader behavior (styles) should match the situation at hand
Each situational theory differs in terms of “leader behavior (leadership styles)” and “the situation”

11. Fiedler’s Contingency Model
The leadership styles
Task-motivated leadership
Relationship-motivated leadership
The situation
Situational control – refers to the amount of control and influence the leader has in his immediate work environment

12. Fiedler’s Contingency Model
Three Dimensions of Situational Control
Leader-member relations – the extent to which the leader has the support, loyalty, and trust of the work group
Task structure – concerned with the amount of structure contained within tasks performed by the work group
Position power – the degree to which the leader has formal power to reward, punish, or otherwise obtain compliance from employees

13. Fiedler’s Contingency Model
Figure 14-1

14. Fiedler’s Contingency Model
Mixed results
Contribution
Made others to think leadership in terms of contingency (“There is no one best style of leadership)

15. Path-Goal Theory House The leadership styles The situation
Directive, supportive, participative, achievement-oriented
The situation
Employee characteristics
Locus of control, task ability, need for achievement, experience, need for clarity
Environmental factors
Task structure, work group dynamics

16. Path-Goal Theory Hypotheses (Ex.) Situation
Appropriate leader behavior
Influence on followers
Outcomes
Followers lack
confidence
Supportive Leadership
Increase in confidence
Increases in efforts, satisfaction, performance
Tasks are ambiguous
Directive leadership
Understand the paths for goal achievement
Tasks are not challenging
Achievement-oriented leadership
Set higher goals
Some positive supports for the theory

17. Hershey and Blanchard’s Situational Leadership Model
The leadership styles
Telling, Selling, Participating, Delegating
The situation
Readiness (or maturity)
follower’s ability and willingness to complete a task

18. Hershey and Blanchard’s Situational Leadership Model
Figure 14-3

19. Transformational Leadership
Bass & Avolio
The theory was suggested as the organizational changes had become major management issue
The management needed the leadership that could bring about successful organizational rebirth
The full-range model of leadership
Laissez-faire leadership – transactional leadership – transformational leadership

20. Transformational Leadership
Laissez-faire leadership
The leader fails to take leadership responsibility
The worst outcomes
Transactional leadership
Focuses on clarifying employees’ roles and providing rewards contingent on performance
Some positive outcomes
Suitable for maintaining status quo

21. Transformational Leadership
Focuses on transforming employees to pursue organizational goals over self-interests
Tries to engender trust, seek to develop leadership in others, exhibits self-sacrifice and serve as moral agents

22. Transformational Leadership
Transformational leader behavior
Inspirational motivation – establishing an attractive vision of the future, the use of emotional arguments, and exhibition of optimism and enthusiasm
Idealized influence – sacrificing for the good of the group, being a role model, and displaying high ethical standards

23. Transformational Leadership
Individualized consideration – providing support, encouragement, empowerment, and coaching to each employee
Intellectual stimulation – behavior that encourages employees to question the status quo and to seek innovative solutions to organizational problems

24. A Transformational Model of Leadership
Traits : Extraverted, agreeable, proactive leaders are more likely to be a transformational leader
Organizational culture : Adaptive and flexible culture provides more chances for a transformational leader
to surface

25. Transformational Leadership
The relationships suggested in the model has been generally supported
Research Implications
The best leader is not just transformational; they are both transactional and transformational
Transformational leadership can be trained

26. The Leader-Member Exchange (LMX) Model of Leadership
Graen & Uhl-Bien
Focuses on the quality of relationships between managers and subordinates as opposed to the behaviors or traits of either leaders or followers
Tries to find out the relationship between the quality of the exchange and organizational outcomes such as JS, OC, performance

27. The Leader-Member Exchange (LMX) Model of Leadership
Assumes that leaders develop unique one-on-one relationships with direct reports
In-group exchange - a partnership characterized by mutual trust, respect and liking
Out-group exchange - a relationship characterized by a lack of mutual trust, respect and liking ; mostly limited to formal relationship
The JS, OC, and performance of in-group subordinates are usually higher than those of out-group subordinates

28. Shared Leadership
Shared leadership - simultaneous, ongoing, mutual influence process in which people share responsibility for leading
Ex : CEO teams (Bill Gates & Steve Balmer)
Department Chairperson in Korean universities
Autonomous work teams
It’s most likely to be needed when people work in teams, when people are involved in complex projects, and when people are doing knowledge work

29. Servant Leadership Greenleaf
Servant leadership - focuses on satisfying (increasing services to) others rather than oneself
Respect subordinates’ dignity and value as a human being, and develop their creative potentials

30. Characteristics of the Servant-Leader