Leadership

ORGANIZATIONAL BEHAVIOR
S T E P H E N P. R O B B I N S
WWW.PRENHALL.COM/ROBBINS

T E N T H E D I T I O N

© 2003 Prentice Hall Inc. All rights reserved. PowerPoint Presentation by Charlie Cook

O B J E C T I V E S
AFTER STUDYING THIS CHAPTER,
YOU SHOULD BE ABLE TO:

1. Contrast leadership and management.
2. Summarize the conclusions of trait theories.
3. Identify the limitations of behavioral theories.
L E A R N I N G

4. Describe Fiedler’s contingency model.
5. Explain Hersey and Blanchard’s situational
theory.
6. Summarize leader-member exchange theory.

© 2003 Prentice Hall Inc.
All rights reserved. 11–2

O B J E C T I V E S (cont’d)
AFTER STUDYING THIS CHAPTER,
YOU SHOULD BE ABLE TO:

7. Describe the path-goal theory.
8. Identify the situational variables in the leader-
participation model.
L E A R N I N G


What Is Leadership?
What Is Leadership?

management
Use of authority inherent in
designated formal rank to
obtain compliance from
organizational members

Trait Theories
Trait Theories

Leadership Traits::
Leadership Traits
•• Ambition and energy
Ambition and energy
•• The desire to lead
The desire to lead
•• Honesty and
Honesty and
integrity
integrity
•• Self-confidence
Self-confidence
•• Intelligence
Intelligence
•• Job-relevant
Job-relevant
© 2003 Prentice Hall Inc. knowledge
knowledge

Trait Theories
Trait Theories

Limitations::
Limitations
•• No universal traits that predict leadership
No universal traits that predict leadership
in all situations.
in all situations.
•• Traits predict behavior better in “weak”
Traits predict behavior better in “weak”
than “strong” situations.
than “strong” situations.
•• Unclear evidence of the cause and effect
Unclear evidence of the cause and effect
of relationship of leadership and traits.
of relationship of leadership and traits.
•• Better predictor of the appearance of
Better predictor of the appearance of
leadership than distinguishing effective
leadership than distinguishing effective
and ineffective leaders.
and ineffective leaders.

Behavioral Theories
Behavioral Theories

•• Trait theory:
Trait theory:
Leaders are born, not made.
Leaders are born, not made.
•• Behavioral theory:
Behavioral theory:
Leadership traits can be taught.
Leadership traits can be taught.

Ohio State Studies
Ohio State Studies


University of Michigan Studies
University of Michigan Studies


The
The
Managerial
Managerial
Grid
Grid

© 2003 Prentice Hall Inc. EXHIBIT 11–
11-1

All rights reserved. 10

Scandinavian Studies
Scandinavian Studies

© 2003 Prentice Hall Inc. 11–

Contingency Theories: Fiedler’s Model
Contingency Theories: Fiedler’s Model


Fiedler’s Model: Defining the Situation
Fiedler’s Model: Defining the Situation


Findings from Fiedler Model
Findings from Fiedler Model

11-2


Cognitive Resource Theory
Cognitive Resource Theory

Research Support: :
Research Support
• • Less intelligent individuals
Less intelligent individuals
perform better in leadership
roles under high stress than
roles under high stress than
do more intelligent
do more intelligent
individuals.
individuals.
• • Less experienced people
Less experienced people
roles under low stress than
roles under low stress than
do more experienced
do more experienced
people.
people.

Hersey and Blanchard’s Situational Leadership
Hersey and Blanchard’s Situational Leadership
Theory
Theory

s
n es
ng
w illi
d
y an
ilit
: ab
e ss
in
e ad
rr
we
lo
Fol

Leader: decreasing need for support and supervision

Leader–Member Exchange Theory
Leader–Member Exchange Theory


Leader-Member Exchange Theory
Leader-Member Exchange Theory

11-3


Path-Goal Theory
Path-Goal Theory


The Path-Goal Theory
The Path-Goal Theory

11-4


Leader-Participation Model


Contingency Variables in the Revised
Contingency Variables in the Revised

11-5


Leadership

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