1. Stephen P. Robbins & Timothy A. Judge
Essentials of
Organizational Behavior, 10/e
Stephen P. Robbins & Timothy A. Judge
Chapter 11
Leadership

2. After studying this chapter, you should be able to:
Define the leadership and contrast leadership and management.
Summarize the conclusions of trait and behavioral theories.
Assess contingency theories of leadership by their level of support.
Compare and contrast charismatic leadership, transformational leadership, and authentic leadership.
Identify when leadership may not be necessary.
Assess whether charismatic and transformational leadership generalize across cultures.

3. Leadership vs. Management
About coping with change
Establish direction with a vision.
Align resources and inspire workers to complete the vision.
About coping with complexity
Brings about order and consistency
Draws up plans, structures, and monitors results.
Leadership is the ability to influence a group toward the achievement of a vision or a set of goals.

4. Traditional Theories of Leadership: Trait Theories
Differentiate leaders from non-leaders by focusing on personal qualities and characteristics
Extraversion has strongest relation to leadership
Conscientiousness and Openness to Experience also strongly related to leadership
Agreeableness and Emotional Stability are not correlated with leadership

5. Traditional Theories of Leadership: Behavioral Theories
Behaviors can be taught – traits cannot Leaders are trained – not born

6. Behavioral Theories: Ohio State Studies
Developed two categories of leadership behavior:
Initiating Structure
Consideration
Attempts to organize work, work relationships, and goals
Concern for followers’ comfort, well-being, status, and satisfaction

7. Behavioral Theories: University of Michigan Studies
Developed two dimensions of leadership behavior:
Oriented
Production
Employee
Emphasize the technical or task aspects of the job: people are means to an end
Emphasize interpersonal relations and accept individual differences

8. Blake and Mouton’s Leadership Grid®
Combination of Ohio State and University of Michigan studies:
Concern for Production
Concern for People
Try to emphasize BOTH

9. Attempts to match leadership style with work conditions:
Contingency Theories
Attempts to match leadership style with work conditions:
Fiedler Model
Leader-Member Exchange (LMX) Theory

10. Fiedler Leadership Model
Least-Preferred Co-worker (LPC) determines leadership style (fixed trait)
Relationship oriented
Task oriented
Match leader’s style with degree of situational control:
Leader-member relations
Task structure
Position power

11. Fiedler Model: Matching Leaders to Situations
Either change leaders or the situation to improve effectiveness

12. Leader-Member Exchange (LMX) Theory
Leaders treat followers differently
In-group members:
Close to leader in attitude or personality
Have more of the leader’s attention
Get special privileges
Have higher performance ratings
Lower turnover
Greater satisfaction

13. Leader-Member Exchange (LMX) Model
While the leader does the choosing, it is the followers’ characteristics that drive the decision

14. Contemporary Approaches to Leadership
Leaders as communicators
Framing the meaning of events
Leaders inspire followers through words, ideas, and behaviors:
Charismatic Leadership
Transformational Leadership
Authentic Leadership

15. Charismatic Leadership
Attributions of heroic leadership abilities when followers observe certain behaviors:
Vision
Personal Risk-taking
Sensitivity toward Followers
Extraordinary Behaviors

16. Charismatic Leaders: Born or Made?
Charisma can be created by:
Developing an aura of charisma
Be optimistic
Be passionately enthusiastic
Commute with body, not just words
Drawing others in – inspire others
Tapping into emotions – bring out the potential in others

17. How Charismatic Leaders Influence Followers
Articulate an appealing vision
Communicates a new set of values
Model behaviors for those values
Express dramatic behavior

18. Charisma and Situational Dependency
Charisma strongly correlated to high performance and satisfaction
Best used when:
Environment is uncertain or stressful
Ideology is involved
Most closely associated with upper level executives

19. The Potential Dark Side of Charismatic Leadership
Use organizational resources for personal benefit
Remake companies in their own image
Allow self-interest and personal goals to override organization’s goals

20. Transformational Leadership
Transactional leaders - motivate their followers in the direction of established goals by clarifying role and task requirements
Transformational leaders - inspire followers to transcend their own self-interests for the good of the organization

21. Full Range of Leadership Model

22. Why Transformational Leadership Works
Creativity
Followers are encouraged to be more innovative and creative
Goals
Followers pursue more ambitious goals and have more personal commitment to them
Vision
Engenders commitment from followers and greater sense of trust

23. Transformational Vs. Charismatic Leadership
Both positively related to motivation, satisfaction, performance, effectiveness, and profitability
Transformational leadership MAY be a broader concept than charisma
The two forms may be the same

24. Authentic Leadership: Ethics as the Basis for Leadership?
Authentic leaders know who they are, what they believe in and value, and act on those values and beliefs openly and candidly
Create trust
Encourage open communication
Socialized Charismatic Leadership

25. Challenges to the Leadership Construct
Attribution Theory of Leadership
Performance outcomes are attributed to leaders actions
Appearance has more to do with leadership than outcomes
Substitutes and Neutralizers
Organizational variables can neutralize the leader’s influence or act as substitutes for leadership
Leader becomes irrelevant

26. Finding and Creating Effective Leaders
Selection:
Personality tests for leadership traits
Interviews to match relevant situation-specific experience to job situation
Training:
Train those willing to change their behavior
Teach general management skills
Teach charismatic and transformational leadership skills – greatest organizational outcomes result

27. Charisma and transformational leadership important in all
Global Implications
GLOBE Leadership Project Results:
Brazil – Leaders are participative and humane
France – Bureaucratic, task-oriented, and autocratic
Egypt – Participative but status-aware
China – Initiating structure and consideration important: status differences but participation valued
Charisma and transformational leadership important in all

28. Implications for Managers
Leaders influence group performance
Leadership success depends somewhat on having “the right stuff”
Leadership depends on the situation
Transformational skills becoming more important
Select and train based on traits and qualities

29. Keep in Mind…
Leaders can influence a group toward the achievement of goals
Best leaders are ethical and authentic in addition to being charismatic
In most cultures, charisma and vision are valued – although their means of expression may differ

30. Summary
Defined the leadership and contrasted leadership and management.
Summarized the conclusions of trait and behavioral theories.
Assessed contingency theories of leadership by their level of support.
Compared and contrasted charismatic leadership, transformational leadership, and authentic leadership.
Identified when leadership may not be necessary.
Assessed whether charismatic and transformational leadership generalized across cultures.

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