11-1EssentialsofOrganizationalBehavior,10/eStephenP.Robbins&TimothyA.JudgeChapter11Leadership11-2Afterstudyingthischapter,youshouldbeableto:Definetheleadershipandcontrastleadershipandmanagement.Summarizetheconclusionsoftraitandbehavioraltheories.Assesscontingencytheoriesofleadershipbytheirlevelofsupport.Compareandcontrastcharismaticleadership,transformationalleadership,andauthenticleadership.Identifywhenleadershipmaynotbenecessary.Assesswhethercharismaticandtransformationalleadershipgeneralizeacrosscultures.11-3Leadershipvs.ManagementLeadershipAboutcopingwithchangeEstablishdirectionwithavision.Alignresourcesandinspireworkerstocompletethevision.ManagementAboutcopingwithcomplexityBringsaboutorderandconsistencyDrawsupplans,structures,andmonitorsresults.Leadershipistheabilitytoinfluenceagrouptowardtheachievementofavisionorasetofgoals.11-4TraditionalTheoriesofLeadership:TraitTheoriesDifferentiateleadersfromnon-leadersbyfocusingonpersonalqualitiesandcharacteristicsExtraversionhasstrongestrelationtoleadershipConscientiousnessandOpennesstoExperiencealsostronglyrelatedtoleadershipAgreeablenessandEmotionalStabilityarenotcorrelatedwithleadership11-5TraditionalTheoriesofLeadership:BehavioralTheoriesBehaviorscanbetaught–traitscannotLeadersaretrained–notborn11-6BehavioralTheories:

OhioStateStudiesAttemptstoorganizework,workrelationships,andgoalsConcernforfollowers’comfort,well-being,status,andsatisfactionDevelopedtwocategoriesofleadershipbehavior:11-7BehavioralTheories:

UniversityofMichiganStudiesEmphasizethetechnicalortaskaspectsofthejob:peoplearemeanstoanendEmphasizeinterpersonalrelationsandacceptindividualdifferencesDevelopedtwodimensionsofleadershipbehavior:11-8BlakeandMouton’s

LeadershipGrid?TrytoemphasizeBOTHCombinationofOhioStateandUniversityofMichiganstudies:11-9ContingencyTheoriesAttemptstomatchleadershipstylewithworkconditions:FiedlerModelLeader-MemberExchange(LMX)Theory11-10FiedlerLeadershipModelLeast-PreferredCo-worker(LPC)determinesleadershipstyle(fixedtrait)RelationshiporientedTaskorientedMatchleader’sstylewithdegreeofsituationalcontrol:Leader-memberrelationsTaskstructurePositionpower11-11FiedlerModel:MatchingLeaderstoSituationsEitherchangeleadersorthesituationtoimproveeffectiveness11-12Leader-MemberExchange(LMX)TheoryLeaderstreatfollowersdifferentlyIn-groupmembers: ClosetoleaderinattitudeorpersonalityHavemoreoftheleader’sattentionGetspecialprivilegesHavehigherperformanceratingsLowerturnoverGreatersatisfaction11-13Leader-MemberExchange(LMX)ModelWhiletheleaderdoesthechoosing,itisthefollowers’characteristicsthatdrivethedecision11-14ContemporaryApproachestoLeadershipLeadersascommunicatorsFramingthemeaningofeventsLeadersinspirefollowersthroughwords,ideas,andbehaviors:CharismaticLeadershipTransformationalLeadershipAuthenticLeadership11-15CharismaticLeadershipAttributionsofheroicleadershipabilitieswhenfollowersobservecertainbehaviors:VisionPersonalRisk-takingSensitivitytowardFollowersExtraordinaryBehaviors11-16CharismaticLeaders:

BornorMade?Charismacanbecreatedby:DevelopinganauraofcharismaBeoptimisticBepassionatelyenthusiasticCommutewithbody,notjustwordsDrawingothersin–inspireothersTappingintoemotions–bringoutthepotentialinothers11-17HowCharismaticLeaders

InfluenceFollowersArticulateanappealingvisionCommunicatesanewsetofvaluesModelbehaviorsforthosevaluesExpressdramaticbehavior11-18CharismaandSituationalDependencyCharismastronglycorrelatedtohighperformanceandsatisfactionBestusedwhen:EnvironmentisuncertainorstressfulIdeologyisinvolvedMostcloselyassociatedwithupperlevelexecutives11-19ThePotentialDarkSideofCharismaticLeadershipUseorganizationalresourcesforpersonalbenefitRemakecompaniesintheirownimageAllowself-interestandpersonalgoalstooverrideorganization’sgoals11-20TransformationalLeadershipTransactionalleaders-motivatetheirfollowersinthedirectionofestablishedgoalsbyclarifyingroleandtaskrequirementsTransformationalleaders-inspirefollowerstotranscendtheirownself-interestsforthegoodoftheorganization11-21FullRangeofLeadershipModel11-22WhyTransformationalLeadershipWorksCreativity

FollowersareencouragedtobemoreinnovativeandcreativeGoalsFollowerspursuemoreambitiousgoalsandhavemorepersonalcommitmenttothemVision

Engenderscommitmentfromfollowersandgreatersenseoftrust11-23TransformationalVs.CharismaticLeadershipBothpositivelyrelatedtomotivation,satisfaction,performance,effectiveness,andprofitabilityTransformationalleadershipMAYbeabroaderconceptthancharismaThetwoformsmaybethesame11-24AuthenticLeadership:EthicsastheBasisforLeadership?Authenticleadersknowwhotheyare,whattheybelieveinandvalue,andactonthosevaluesandbeliefsopenlyandcandidlyCreatetrustEncourageopencommunicationSocializedCharismaticLeadership11-25Challengestothe

LeadershipConstructAttributionTheoryofLeadershipPerformanceoutcomesareattributedtoleadersactionsAppearancehasmoretodowithleadershipthanoutcomesSubstitutesandNeutralizersOrganizationalvariablescanneutralizetheleader’sinfluenceoractassubstitutesforleadershipLeaderbecomesirrelevant11-26ExamplesofEnvironmentalVariables

CharacteristicsoftheEmployees:greaterexperience,training,professionalorientation,orindifferencetowardorganizationalrewards

CharacteristicsoftheJob:inherentlyunambiguousandroutineorthatareintrinsicallysatisfyingCharacteristicsoftheOrganization:withexplicit,formalizedgoals,rigidrulesandprocedures,andcohesiveworkgroups

11-27FindingandCreating

EffectiveLeadersSelection:PersonalitytestsforleadershiptraitsInterviewstomatchrelevantsituation-specificexperiencetojobsituationTraining:TrainthosewillingtochangetheirbehaviorTeachgeneralmanagementskillsTeachcharismaticandtransformationalleadershipskills–greatestorganizationaloutcomesresult11-28GlobalImplicationsGLOBELeadershipProjectResults:Brazil–LeadersareparticipativeandhumaneFrance–Bureaucratic,task-oriented,andautocraticEgypt–Participativebutstatus-awareChina–Initiatingstructureandconsiderationimportant:statusdifferencesbutparticipationvaluedCharismaandtransformationalleadershipimportantinall11-29ImplicationsforManagersLeadersinfluencegroupperformanceLeadershipsuccessdependssomewhatonhaving“therightstuff〞LeadershipdependsonthesituationTransformational