Transcript
ORGANIZATIONAL BEHAVIORS T E P H E N P. R O B B I N S
W W W . P R E N H A L L . C O M / R O B B I N S
T E N T H E D I T I O N
© 2003 Prentice Hall Inc. All rights reserved. PowerPoint Presentation by Charlie CookPowerPoint Presentation by Charlie Cook
© 2003 Prentice Hall Inc. All rights reserved. 11–2
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.
4. Describe Fiedler’s contingency model.
5. Explain Hersey and Blanchard’s situational theory.
6. Summarize leader-member exchange theory.
L E
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© 2003 Prentice Hall Inc. All rights reserved. 11–3
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
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t’d
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© 2003 Prentice Hall Inc. All rights reserved. 11–4
What Is Leadership?What Is Leadership?
management
Use of authority inherent in designated formal rank to obtain compliance from organizational members
© 2003 Prentice Hall Inc. All rights reserved. 11–5
Trait TheoriesTrait Theories
Leadership TraitsLeadership Traits::
• Ambition and energyAmbition and energy
• The desire to leadThe desire to lead
• Honesty and Honesty and integrityintegrity
• Self-confidenceSelf-confidence
• IntelligenceIntelligence
• Job-relevant Job-relevant knowledgeknowledge
Leadership TraitsLeadership Traits::
• Ambition and energyAmbition and energy
• The desire to leadThe desire to lead
• Honesty and Honesty and integrityintegrity
• Self-confidenceSelf-confidence
• IntelligenceIntelligence
• Job-relevant Job-relevant knowledgeknowledge
© 2003 Prentice Hall Inc. All rights reserved. 11–6
Trait TheoriesTrait Theories
LimitationsLimitations::
• 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.
LimitationsLimitations::
• 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.
© 2003 Prentice Hall Inc. All rights reserved. 11–7
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.
© 2003 Prentice Hall Inc. All rights reserved. 11–8
Ohio State StudiesOhio State Studies
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University of Michigan StudiesUniversity of Michigan Studies
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The Managerial
Grid
The Managerial
Grid
E X H I B I T 11-1
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Scandinavian StudiesScandinavian Studies
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Contingency Theories: Fiedler’s ModelContingency Theories: Fiedler’s Model
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Fiedler’s Model: Defining the SituationFiedler’s Model: Defining the Situation
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E X H I B I T 11-2
Findings from Fiedler ModelFindings from Fiedler Model
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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.
© 2003 Prentice Hall Inc. All rights reserved. 11–16
Hersey and Blanchard’s Situational Leadership Theory
Hersey and Blanchard’s Situational Leadership Theory
Follower r
eadiness: abilit
y and willi
ngness
Follower r
eadiness: abilit
y and willi
ngness
Leader: decreasing need for support and supervisionLeader: decreasing need for support and supervision
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Leader–Member Exchange TheoryLeader–Member Exchange Theory
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Leader-Member Exchange TheoryLeader-Member Exchange Theory
E X H I B I T 11-3
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Path-Goal TheoryPath-Goal Theory
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The Path-Goal TheoryThe Path-Goal Theory
E X H I B I T 11-4
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Leader-Participation ModelLeader-Participation Model
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Contingency Variables in the Revised Leader-Participation Model
Contingency Variables in the Revised Leader-Participation Model
E X H I B I T 11-5
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