Basic Approaches to Leadership Leadership the ability of the management to make sound decisions and inspire others to perform well. It is the process of directing the behavior of others towards achieving a common goal. In short, leadership is getting things done through others. Chapter 11

1. ORGANIZATIONAL BEHAVIOR
S T E P H E N P. R O B B I N S
E L E V E N T H E D I T I O N
W W W . P R E N H A L L . C O M / R O B B I N S
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PowerPoint Presentation
by Charlie Cook
Basic Approaches
to Leadership
Chapter 11

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What Is Leadership?
Leadership
the ability of the management to make sound
decisions and inspire others to perform well. It is the
process of directing the behavior of others towards
achieving a common goal. In short, leadership is
getting things done through others.
Management
Use of authority inherent in designated formal rank
to obtain compliance from organizational members.

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Trait Theories
Leadership Traits:
• Ambition and energy
• The desire to lead
• Honest and integrity
• Self-confidence
• Intelligence
• High self-monitoring
• Job-relevant
knowledge
Traits Theories of
Leadership
Theories that consider
personality, social,
physical, or intellectual
traits to differentiate
leaders from nonleaders.

4. Importance of Leadership
 Leadership is very important in a firm as it leads to
higher performance by the team members, it
improves motivation and morale within the members,
and helps to respond to change.
 Leadership facilitates organizational success by
creating responsibility and accountability among the
members of the organization. In short, it increases
value in an organization
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Trait Theories
Limitations:
• No universal traits found that predict
leadership in all situations.
• Traits predict behavior better in “weak”
than “strong” situations.
• Unclear evidence of the cause and effect
of relationship of leadership and traits.
• Better predictor of the appearance of
leadership than distinguishing effective
and ineffective leaders.

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Behavioral Theories
• Trait theory:
Leaders are born, not made.
• Behavioral theory:
Leadership traits can be taught.
Behavioral Theories of Leadership
Theories proposing that specific behaviors
differentiate leaders from nonleaders.

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Ohio State Studies
Initiating Structure
The extent to which a leader is likely to define and
structure his or her role and those of sub-ordinates
in the search for goal attainment.
Consideration
The extent to which a leader is likely to have job
relationships characterized by mutual trust, respect
for subordinate’s ideas, and regard for their feelings.

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University of Michigan Studies
Employee-Oriented Leader
Emphasizing interpersonal relations; taking a
personal interest in the needs of employees and
accepting individual differences among members.
Production-Oriented Leader
One who emphasizes technical or task aspects of
the job.

9. Leader Vs Manager
 A leader is someone whom people follow or
someone who guides or directs others. A manager
is someone who is responsible for directing and
controlling the work and staff in an organization, or
of a department within it.
 The main difference between the two is that a
leader works by example, while a manager dictates
expectations. If a manager goes against the rules,
that will tarnish his position as a manager. If a leader
goes against the example he or she is trying to set,
that will be seen as a setback. Following are a few
subtle differences between the two −
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10.  A leader is an innovator and creator whereas a manager is a
commander.
 A leader can’t be a manager but the opposite is possible, a
manager is more than a leader.
 A leader does what is right, while the manager makes things
right.
 A leader deals with change whereas a manager plans for a
change.
 A leader gives direction to do something whereas the manager
plans for everything that is to be done.
 A leader encourages people whereas the manager controls
people.
 A leader handles communication, credibility, and empowerment
whereas a manager deals with organizing and staffing
© 2005 Prentice Hall Inc. All rights reserved. 11–10