Organizational
Behavior, 8e Schermerhorn, Hunt, and
Osborn
Prepared by
Michael K. McCuddy
Valparaiso University
John Wiley & Sons, Inc.
COPYRIGHT
Copyright 2003 ? John Wiley & Sons, Inc. All rights reserved. Reproduction or translation of this work beyond that permitted in Section 117 of the 1976 United States Copyright Act without the express written permission of the copyright owner is unlawful. Request for further information should be addressed to the Permissions Department, John Wiley & Sons, Inc. The purchaser may make back-up copies for his/her own use only and not for distribution or resale. The Publisher assumes no responsibility for errors, omissions, or damages, caused by the use of these programs or from the use of the information contained herein.
High Performance Leadership
Study 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?
High Performance Leadership
Study questions —cont.
–What are the new leadership perspectives, and
why are they especially important in high
performance organizations?
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.
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.
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 other
organizational 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 more
productive work groups than production-
centered supervisors.
leadership perspectives?
Ohio State leadership studies.
–Consideration.
?Concerned with people’s feelings and making
things 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.‖
leadership approaches?
Leader traits and behaviors can act in conjunction with situational contingencies.
The effects of leader traits are enhanced by their relevance 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 the
outcomes 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 effective
groups under conditions of low or high
situational control.
–Relationship-motivated leaders have more
effective groups under conditions of moderate
situational control.