1. o r g a n i z a t i o n a l b e h a v i o r e l e v e n t h e d i t i o n

2. Chapter 11 Basic Approaches to Leadership

3. What Is Leadership? © 2005 Prentice Hall Inc. All rights reserved. 11– 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.

7. Ohio State Studies © 2005 Prentice Hall Inc. All rights reserved. 11– 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.

8. University of Michigan Studies © 2005 Prentice Hall Inc. All rights reserved. 11– 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. The Managerial Grid (Blake and Mouton) © 2005 Prentice Hall Inc. All rights reserved. 11– E X H I B I T 11 –1

10. Scandinavian Studies © 2005 Prentice Hall Inc. All rights reserved. 11– 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.

11. Contingency Theories © 2005 Prentice Hall Inc. All rights reserved. 11– 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.

12. Fiedler’s Model: Defining the Situation © 2005 Prentice Hall Inc. All rights reserved. 11– 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.

13. Findings from Fiedler Model © 2005 Prentice Hall Inc. All rights reserved. 11– E X H I B I T 11 –2

15. Hersey and Blanchard’s Situational Leadership Theory © 2005 Prentice Hall Inc. All rights reserved. 11– 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 and Unwilling Unable but Willing Able and Willing Directive High Task and Relationship Orientations Supportive Participative Able and Unwilling Monitoring

16. Path-Goal Theory © 2005 Prentice Hall Inc. All rights reserved. 11– 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.

17. The Path-Goal Theory © 2005 Prentice Hall Inc. All rights reserved. 11– E X H I B I T 11 –4

20. Characteristics of Transactional Leaders © 2005 Prentice Hall Inc. All rights reserved. 12– E X H I B I T 12 –4 Contingent Reward: Contracts exchange of rewards for effort, promises rewards for good performance, recognizes accomplishments. Management by Exception (active): Watches and searches for deviations from rules and standards, takes corrective action. Management by Exception (passive): Intervenes only if standards are not met. Laissez-Faire: Abdicates responsibilities, avoids making decisions. Source: B. M. Bass, “From Transactional to Transformational Leadership: Learning to Share the Vision,” Organizational Dynamics , Winter 1990, p. 22. Reprinted by permission of the publisher. American Management Association, New York. All rights reserved.

21. Characteristics of Transformational Leaders © 2005 Prentice Hall Inc. All rights reserved. 12– E X H I B I T 12 –4 (cont’d) Charisma: Provides vision and sense of mission, instills pride, gains respect and trust. Inspiration: Communicates high expectations, uses symbols to focus efforts, expresses important purposes in simple ways. Intellectual Stimulation: Promotes intelligence, rationality, and careful problem solving. Individualized Consideration: Gives personal attention, treats each employee individually, coaches, advises.