Chapter 14-Organizational Behaviour

8/3/2019 Chapter 14-Organizational Behaviour

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OrganizationalBehavior, 8e

Schermerhorn, Hunt, and

Osborn

Prepared by

Michael K. McCuddy

Valparaiso University

John Wiley & Sons, Inc.



Organizational Behavior: Chapter 14 2

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Chapter 14

High Performance LeadershipStudy questions.

– What is leadership, and how does it differ

from management? – What are the trait and behavioral leadership

perspectives?

– What are the situational or contingency

leadership approaches? – How does attribution theory relate to

leadership?




Chapter 14

High Performance LeadershipStudy questions — cont.

– What are the new leadership perspectives, and

why are they especially important in highperformance organizations?




What is leadership, and how does

it differ from management?Management promotes stability or enables the

organization to run smoothly.

Leadership promotes adaptive or useful changes.

Persons in managerial positions may be involved

with both management and leadership.

Both management and leadership are needed for

organizational success.




What is leadership, and how does

it differ from management?Leadership is a special case of

interpersonal influence that gets an

individual or group to do what the leader or

manager wants done.

Forms of leadership:

– Formal leadership.

– Informal leadership.




What are the trait and behavioral

leadership perspectives?Trait theories.

– Assume that traits play a key role in:

• Differentiating between leaders and nonleaders.

• Predicting leader or organizational outcomes.

– Great-person-trait approach.

• Earliest approach in studying leadership.• Tried to determine the traits that characterized

great leaders.





leadership perspectives? Identifiable characteristics of leaders.

– Energetic.

– Operate on an even keel. – Seek power as a means of achieving a vision or goal.

– Ambitious.

– High need for achievement.

– Recognize their own strengths and weaknesses.

– Oriented toward self-improvement.





leadership perspectives? Identifiable characteristics of leaders — cont.

– Integrity.

– Not easily discouraged. – Deals well with large amounts of information.

– Above-average intelligence.

– Good understanding of their social setting.

– Possess specific knowledge concerning their industry,firm, and job.





leadership perspectives?Behavioral theories.

– Assume that leader behaviors are crucial for

explaining performance and otherorganizational outcomes.

– Major behavioral theories.

• Michigan leadership studies.

• Ohio State leadership studies.• Leadership Grid.

• Leader-Member Exchange (LMX) theory.





leadership perspectives?Michigan leadership studies.

– Employee-centered supervisors.

• Place strong emphasis on subordinate’s welfare.

– Production-centered supervisors.

• Place strong emphasis on getting the work done.

– Employee-centered supervisors have moreproductive work groups than production-

centered supervisors.





leadership perspectives?Ohio State leadership studies.

– Consideration.

• Concerned with people’s feelings and makingthings pleasant for the followers.

– Initiating structure.

• Concerned with defining task requirements and

other aspects of the work agenda. – Effective leaders should be high on both

consideration and initiating structure.





leadership perspectives?Leadership Grid.

– Developed by Robert Blake and Jane Mouton.

– Built on dual emphasis of consideration and

initiating structure.

– A 9 x 9 Grid (matrix) reflecting levels of

concern for people and concern for task.• 1 reflects minimum concern.

• 9 reflects maximum concern.





leadership perspectives? Leadership Grid — cont.

– Five key Grid combinations.

• 1/1 — low concern for production, low concern for people.

• 1/9 — low concern for production, high concern for people.

• 5/5 — moderate concern for production, moderate concern

for people.

• 9/1 — high concern for production, low concern for people.

• 9/9 — high concern for production, high concern for people.





leadership perspectives?Leader-Member Exchange (LMX) theory.

– Focuses on the quality of the working

relationship between leaders and followers. – LMX dimensions determine followers’

membership in leader’s ―in group‖ or ―out

group.‖

– Different relationships with ―in group‖ and

―out group.‖




What are the situational or contingency

leadership approaches? Leader traits and behaviors can act in conjunction

with situational contingencies.

The effects of leader traits are enhanced by theirrelevance to situational contingencies.

Major situational contingency theories.

– Fiedler’s leadership contingency theory.

– Fiedler’s cognitive resource theory. – House’s path-goal theory of leadership.

– Hersey and Blanchard’s situational leadership model.





leadership approaches?Fiedler’s leadership contingency theory.

– Initiated the situational contingency approach

in the mid-1960s.

– Fiedler’s approach emphasized that group

effectiveness depends on an appropriate match

between the leader’s style and situational

demands.





leadership approaches?Key variables in Fiedler’s contingency

model.

– Situational control.• The extent to which a leader can determine what

his or her group is going to do as well as theoutcomes of the group’s actions and decisions.

• Is a function of:

– Leader-member relations.

– Task structure.

– Position power.





leadership approaches?Key variables in Fiedler’s contingency

model — cont.

– Least preferred co-worker (LPC) score reflects

a person’s leadership style.

• High-LPC leaders have a relationship-motivated

style.

• Low-LPC leaders have a task-motivated style.





leadership approaches? Implications of Fiedler’s contingency

model.

– Task-motivated leaders have more effectivegroups under conditions of low or high

situational control.

– Relationship-motivated leaders have moreeffective groups under conditions of moderate

situational control.





leadership approaches? Fiedler’s cognitive resource theory.

– Cognitive resources are abilities or competencies.

– A leader’s use of directive or nondirective behavior depends on:

• The leader’s or subordinate group members’ ability or

competency.

• Stress.• Experience.

• Group support of the leader.





leadership approaches?Fiedler’s cognitive resource theory — cont.

– Directiveness is most helpful for performance

when the leader is:

• Competent.

• Relaxed.

• Supported.

– Otherwise nondirectiveness is preferred.





leadership approaches?

Evaluation and application of Fiedler’scontingency theory.

– Controversy regarding what LPC actuallymeasures.

– Leader match training.

• Leaders are trained to diagnose the situation to

match their LPC scores with situational control.• Also shows how situational control variable can be

changed to obtain a match.






House’s path-goal theory of leadership.

– Emphasizes how a leader influences

subordinates’ perceptions of both work goalsand personal goals and the links, or paths,

found between these two sets of goals.

– The theory assumes that a leader’s key

function is to adjust his/her behavior to

complement situational contingencies.






House’s path-goal theory of leadership —

cont.

– Leader behaviors.

• Directive leadership.

• Supportive leadership.

• Achievement-oriented leadership.

• Participative leadership.






House’s path-goal theory of leadership —

cont.

– Situational contingency variables.

• Subordinate attributes — authoritarianism,

internal-external orientation, and ability.

• Work setting attributes — task, formal authority

system, and primary work group.






Path-goal theory predictions regarding

directive leadership.

– Positive impact on subordinates when task isclear; negative impact when task is

ambiguous.

– More directiveness is needed when ambiguoustasks are performed by highly authoritarian

and closed-minded subordinates.







supportive leadership.

– Increases satisfaction of subordinates working

on highly repetitive, unpleasant, stressful, or

frustrating tasks.






Path-goal theory predictions regardingachievement-oriented leadership.

– Encourages subordinates to strive for higherperformance standards and to have moreconfidence in their ability to meet challenginggoals.

– Increases effort-performance expectancies forsubordinates working in ambiguous,nonrepetitive tasks.







participative leadership.

– Promotes satisfaction on nonrepetitive tasks

that allow for subordinates’ ego involvement.

– Promotes satisfaction for open-minded or

nonauthoritarian subordinates working onrepetitive tasks.






Evaluation and application of House’s

path-goal theory.

– Many aspects of the theory have not been

adequately tested.

– Lacks substantial current research.

– House has revised and extended path-goal

theory into a theory of work unit leadership.






Hersey and Blanchard’s situational

leadership model.

– Emphasizes the situational contingency of

maturity, or ―readiness,‖ of followers.

– Readiness is the extent to which people have

the ability and willingness to accomplish a

specific task.






Hersey and Blanchard’s situational

leadership model — cont.

– Leader style and follower readiness.• A telling style is best for low readiness.

• A selling style is best for low to moderate

readiness.

• A participating style is best for moderate to high

readiness.

• A delegating style is best for high readiness.






Substitutes for leadership.

– Sometimes hierarchical leadership makes

essentially no difference.

– Substitutes for leadership make a leader’s

influence either unnecessary or redundant.






Examples of leadership substitutes.

– Individuals’ experience, ability, and training.

– Individuals’ professional orientation.

– Highly structured/routine jobs.

– Intrinsically satisfying jobs. – Cohesive work group.






Examples of leadership neutralizers.

– Individual indifference toward organizational

rewards.

– Low leader position power.

– Physical separation of leader.




How does attribution theory

relate to leadership?

Attribution theory recognizes that

leadership and its effects may not be able

to be identified and measured objectively.

Leaders’ and subordinates’ behaviors are

significantly influenced by the attributionseach makes about the other’s behavior.






Leadership prototypes.

– People’s mental image of what a model leader

should look like. – A mix of specific and more general

characteristics.

– Some core characteristics — like integrity andself-efficacy — are probably universal across

leadership situations.






Leadership prototypes — cont.

– Prototypes may differ by country and by

national culture.

– The closer that a leader’s behavior matches the

prototype held by the followers, the more

favorable the leader’s relations and keyoutcomes.






Exaggeration of the leadership difference.

– CEOs, particularly of large corporations, may

have little leadership impact on profits and

effectiveness compared to environmental and

industry forces.

– Romance of leadership.• People attribute almost magical qualities to

leadership.




What are the new leadership perspectives,

and why are they especially important in

high performance organizations? New leadership emphasizes:

– Charismatic approaches.

– Transformational approaches. – Aspects of vision related to charismatic and

transformational approaches.

New leadership is important in changing and

transforming individuals and organizations with a

commitment to high performance.






high performance organizations?Charismatic approaches to leadership.

– Charismatic leaders, by force of their personal

abilities, can have a profound andextraordinary effect on followers.

– Characteristics of charismatic leaders include:

• High need for power.

• High feelings of self-efficacy.

• Conviction in the moral rightness of their beliefs.






high performance organizations?Charismatic approaches to leadership —

cont.

– Charismatic behaviors include:• Role modeling.

• Image building.

• Articulating goals.

• Emphasizing high expectations.• Showing confidence.

• Arousing follower motives.






high performance organizations?Dark side versus bright side of charismatic

leadership.

– Dark side.• Emphasizes personalized power.

• Leaders focus on themselves.

– Bright side.

• Emphasizes socialized power.

• Leaders empower followers.






high performance organizations?

Conger and Kanungo’s three-stage charismatic

leadership model.

– Stage 1: The leader critically evaluates the status quo.

– Stage 2: The leaders formulates and articulates future

goals and a idealized future vision.

– Stage 3: The leader shows how the goals and vision

can be achieved.






high performance organizations?Conger and Kanungo’s three-stage

charismatic leadership model — cont.

– If leaders use behaviors such as vision

articulation, environmental sensitivity, and

unconventional behavior, followers will

attribute charismatic leadership to them.







Charismatic leadership relative to close-up

and at-a-distance leaders. – Both types of leaders are viewed as

charismatic but possess quite different traits

and behaviors.






high performance organizations?Transactional leadership.

– Involves leader-follower exchanges necessary

for achieving routine performance agreedupon between leaders and followers.

– Leader-follower exchanges involve:

• Use of contingent rewards.

• Active management by exception.• Passive management by exception.

• Abdicating responsibilities and avoiding decisions.






high performance organizations?Transformational leadership occurs when

leaders:

– Broaden and elevate their followers’ interests.

– Generate awareness and acceptance of the

group’s purposes and mission.

– Stir their followers to look beyond their own

self-interests to the good of others.






high performance organizations?Dimensions of transformational leadership.

– Charisma.

• Provides vision and a sense of mission; and instills

pride, respect, and trust in followers.

– Inspiration.

• Communicates high expectations, uses symbols tofocus efforts; expresses important purposes in

simple ways.






high performance organizations?Dimensions of transformational leadership

— cont.

– Intellectual stimulation.

• Promotes intelligence, rationality, and careful

problem solving.

– Individualized consideration.• Provides personal attention, treats each employee

individually, and coaches and advises.







Transformational leadership is likely to be

strongest at the top-management level.

Transformational leadership is found

through the organization.

Transformational leadership operates incombination with transactional leadership.






high performance organizations? Leadership in high performance work teams.

– Leaders in self-directing work teams act as

coordinators.

– Behaviors in the coordinator role emphasize the

development of self-leadership on the part of team

members.

• Self-leadership acts as a partial substitute for hierarchical

leadership.

• While coordinator behaviors encourage follower

participation, they are not charismatic behaviors.







Some new leadership issues.

– People can be trained in new leadership

approaches.

– New leadership is not always good or needed.

– New leadership should be used in conjunctionwith traditional leadership.

Chapter 14-Organizational Behaviour

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