leaders and leadership chapter 12 sixth edition jennifer m. george & gareth r. jones 12-1...

Leaders and Leadership

Understanding and Managing

Organizational Behavior

Chapter 12

Sixth EditionJennifer M. George & Gareth R. Jones

12-1Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall

Learning Objectives

Describe what leadership is, when leaders are effective and ineffective, and the difference between formal and informal leaders

Identify the traits that show the strongest relationship to leadership, the behaviors leaders engage in, and the limitations of the trait and behavior models of leadership

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Learning Objectives

Explain contingency models of leadership and differentiate between four different contingency approaches

Describe why leadership is not always a vital process in some work situations because substitutes for leadership exist

Discuss transformational leadership and how it is achieved, explain how a leader’s mood affects followers, and appreciate how gender may affect leadership style

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How Sony’s CEO Changed Its Leadership Approach

How can a new leader help improve performance?

• Fresh look at company problems

• Replace leaders that are uncooperative

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What Is Leadership?

Leadership is the exercise of

influence by one member of a group

or organization over other members

to help the group or organization

achieve its goals

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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

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Early Approaches to Leadership

• Leader Trait Approach

• Behavior Approach

• Fiedler’s Contingency Model

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The Leader Trait Approach

Energy/activity

levels

Tolerance for stress

Integrity and

honesty

Emotional maturity

Intelligence

Task-relevant

knowledge

Dominance

Self-confidence

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The Leader Behavior Approach

Consideration

Initiating Structure

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The Behavior Approach

Leader RewardBehavior

LeaderPunishingBehavior

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The Role of Traits and Behaviors

Exhibit 12.2

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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

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Measuring Leader Style

Least preferred co-employee scale

High LPC leaders = relationship-oriented

Low LPC leaders = task-oriented

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Situational Characteristics

• Leader-member relations

• Task structure

• Position power

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Favorability of Situations for Leading

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Exhibit 12.3

Fiedler’s Contingency Theory

Task oriented:

Wants high performance and accomplishment of all tasks

Getting job done is first priority

Relationship oriented:

Wants to be liked by and to get along well with subordinates

Getting job done is second priority

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Exhibit 12.4

Contemporary Perspectives

• Path-goal theory

• Vroom and Yetton model

• Leader-member exchange theory

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Path-Goal Theory

Path-goal theory describes how

leaders can motivate their followers to

achieve group and organizational

goals and the kinds of behaviors

leaders can engage in to motivate

followersCopyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall 12-18

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

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Path-Goal Theory

Effective leaders:

Motivate followers to achieve goals

Ensure they have control over outcomes their subordinates desire

Reward subordinates for performing at a high level

Raise subordinate beliefs about ability to achieve

Consider subordinate characteristics and type of work

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Exhibit 12.5

Path-Goal Theory: Types of Behaviors

Directive Supportive

ParticipativeAchievement

Oriented

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OB Today: A Sister Act

What’s the sisters’ approach to leadership?

Claire’s stores

Emphasis on delegation

Participative leadership

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Vroom and Yetton Model

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Autocratic Consultative

Group Delegated

Criteria for Decision-Making Style

• Nature of the tasks

• Level of task interdependence

• Output being produced

• Characteristics of the employees

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Leader-Member Exchange Theory

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Exhibit 12.6

Leadership Substitutes and Neutralizers

• Characteristics of the subordinate

• Characteristics of the work

• Characteristics of the group

• Characteristics of the organization

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New Topics

• Transformational and charismatic

leadership

• Transactional leadership

• Leader mood

• Gender and leadership

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Transformational Leadership

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Exhibit 12.7

Characteristics of Transformational Leadership

TransformationalLeader

Charisma

IntellectualStimulation

Developmental Consideration

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