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

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

3. 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

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

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

6. The Leader Behavior Approach
Consideration
Initiating structure

7. The Behavior Approach
Leader Reward Behavior
Leader Punishing Behavior

8. 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

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

10. Situational Characteristics
Leader-Member Relations
Task Structure
Position Power

11. 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

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

13. 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.

14. 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

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

16. Vroom and Yetton Model
Autocratic
Consultative
Group
Delegated

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

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

19. Characteristics of Transformational Leadership
Charisma
Intellectual Stimulation
Developmental Consideration