1. Contemporary Views of Leadership in Organizations
Chapter 13
Contemporary Views of Leadership in Organizations

2. Chapter Learning Objectives
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.
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3. 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
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4. 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
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5. 13.1 The Leader-Member Exchange (LMX) Model
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6. 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
© 2012 South-Western, a part of Cengage Learning

7. 13.2 The Hersey and Blanchard Theory of Leadership
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8. Leadership Through the Eyes of Followers
Approaches to Leadership
Transformational Leadership
Charismatic Leadership
Attributions of Leadership
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9. 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.
© 2012 South-Western, a part of Cengage Learning

10. 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.
© 2012 South-Western, a part of Cengage Learning

11. Alternatives to Leadership
Leadership Substitutes
Leadership Neutralizers
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12. 13.1 Substitutes and Neutralizers for Leadership
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13. 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
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14. 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
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15. Emerging Issues in Leadership
Leadership Issues
Strategic Leadership
Ethical Leadership
Virtual Leadership
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16. 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
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17. 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
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18. 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
© 2012 South-Western, a part of Cengage Learning

19. 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 !!!)
© 2012 South-Western, a part of Cengage Learning