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1. ORGANIZATIONAL BEHAVIORORGANIZATIONAL BEHAVIOR
S T E P H E N P. R O B B I N SS 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 NE 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 SW W W . P R E N H A L L . C O M / R O B B I N S© 2005 Prentice Hall Inc.
All rights reserved.
PowerPoint Presentation
by Charlie Cook
Basic Approaches
to Leadership
Chapter 11

2. © 2005 Prentice Hall Inc.
All rights reserved. 11–2
What Is Leadership?What Is Leadership?
Leadership
The ability to influence a group toward the
achievement of goals.
Management
Use of authority inherent in designated formal rank
to obtain compliance from organizational members.

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Trait TheoriesTrait Theories
Leadership TraitsLeadership Traits::
• Ambition and energyAmbition and energy
• The desire to leadThe desire to lead
• Honest and integrityHonest and integrity
• Self-confidenceSelf-confidence
• IntelligenceIntelligence
• High self-monitoringHigh self-monitoring
• Job-relevantJob-relevant
knowledgeknowledge
Leadership TraitsLeadership Traits::
• Ambition and energyAmbition and energy
• The desire to leadThe desire to lead
• Honest and integrityHonest and integrity
• Self-confidenceSelf-confidence
• IntelligenceIntelligence
• High self-monitoringHigh self-monitoring
• Job-relevantJob-relevant
knowledgeknowledge
Traits Theories of
Leadership
Theories that consider
personality, social,
physical, or intellectual
traits to differentiate
leaders from nonleaders.

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Trait TheoriesTrait Theories
LimitationsLimitations::
• No universal traits found that predictNo universal traits found that predict
leadership in all situations.leadership 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 effectUnclear evidence of the cause and effect
of relationship of leadership and traits.of relationship of leadership and traits.
• Better predictor of the appearance ofBetter predictor of the appearance of
leadership than distinguishing effectiveleadership than distinguishing effective
and ineffective leaders.and ineffective leaders.
LimitationsLimitations::
• No universal traits found that predictNo universal traits found that predict
leadership in all situations.leadership 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 effectUnclear evidence of the cause and effect
of relationship of leadership and traits.of relationship of leadership and traits.
• Better predictor of the appearance ofBetter predictor of the appearance of
leadership than distinguishing effectiveleadership than distinguishing effective
and ineffective leaders.and ineffective leaders.

5. © 2005 Prentice Hall Inc.
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Behavioral TheoriesBehavioral 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.
• 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.
Behavioral Theories of Leadership
Theories proposing that specific behaviors
differentiate leaders from nonleaders.

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Ohio State StudiesOhio 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.

7. © 2005 Prentice Hall Inc.
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University of Michigan StudiesUniversity 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.

8. © 2005 Prentice Hall Inc.
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Scandinavian StudiesScandinavian Studies
Development-Oriented Leader
One who values experimentation,
seeking new ideas, and generating
and implementing change.
Researchers in Finland and Sweden question whether there
are only two dimensions (production-orientation and employee-
orientation) that capture the essence of leadership behavior.
Their premise is that in a changing world, effective leaders
would exhibit development-oriented behavior.

9. © 2005 Prentice Hall Inc.
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Contingency TheoriesContingency Theories
Fiedler’s Contingency Model
The theory that effective groups depend on a proper
match between a leader’s style of interacting with
subordinates and the degree to which the situation
gives control and influence to the leader.
Least Preferred Co-Worker (LPC) Questionnaire
An instrument that purports to measure whether a
person is task- or relationship-oriented.

10. © 2005 Prentice Hall Inc.
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11–
10
Fiedler’s Model: Defining the SituationFiedler’s Model: Defining the Situation
Leader-Member Relations
The degree of confidence, trust, and respect
subordinates have in their leader.
Position Power
Influence derived from one’s formal structural
position in the organization; includes power to hire,
fire, discipline, promote, and give salary increases.
Task Structure
The degree to which the job assignments are
procedurized.

11. © 2005 Prentice Hall Inc.
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11–
11
Cognitive Resource TheoryCognitive Resource Theory
Research Support:
• Less intelligent individuals perform better in leadership
roles under high stress than do more intelligent
individuals.
• Less experienced people perform better in leadership
roles under low stress than do more experienced people.
Research Support:
• Less intelligent individuals perform better in leadership
roles under high stress than do more intelligent
individuals.
• Less experienced people perform better in leadership
roles under low stress than do more experienced people.
Cognitive Resource Theory
A theory of leadership that states that stress can
unfavorably affect a situation and that intelligence
and experience can lessen the influence of stress on
the leader.

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11–
12
Hersey and Blanchard’s Situational Leadership
Theory
Hersey and Blanchard’s Situational Leadership
Theory
Situational Leadership Theory (SLT)
A contingency theory that focuses on followers’
readiness.
Leader: decreasing need
for support and supervision
Follower readiness:
ability and willingness
Unable andUnable and
UnwillingUnwilling
Unable butUnable but
WillingWilling
Able andAble and
WillingWilling
DirectiveDirective High Task and RelationshipHigh Task and Relationship
OrientationsOrientations
SupportiveSupportive
ParticipativeParticipative
Able andAble and
UnwillingUnwilling
MonitoringMonitoring

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13
Leadership Styles and Follower Readiness
(Hersey and Blanchard)
Leadership Styles and Follower Readiness
(Hersey and Blanchard)
WillingUnwilling
Able
Unable DirectiveDirective
High TaskHigh Task
andand
RelationshipRelationship
OrientationsOrientations
SupportiveSupportive
ParticipativeParticipative MonitoringMonitoring
Follower
Readiness
LeadershipLeadership
StylesStyles

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14
Leader–Member Exchange TheoryLeader–Member Exchange Theory
Leader-Member Exchange (LMX) Theory
Leaders create in-groups and out-groups, and
subordinates with in-group status will have higher
performance ratings, less turnover, and greater job
satisfaction.

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15
Path-Goal TheoryPath-Goal Theory
Path-Goal Theory
The theory that it is the leader’s job to assist
followers in attaining their goals and to provide them
the necessary direction and/or support to ensure that
their goals are compatible with the overall objectives
of the group or organization.

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16
Leader-Participation ModelLeader-Participation Model
Leader-Participation Model (Vroom and Yetton)
A leadership theory that provides a set of rules to
determine the form and amount of participative
decision making in different situations.