Organizational Behavior - Chapter 11 PDF

Organizational Behavior, 14e Chapter 11 Traditional Leadership Approache...

Organizational Behavior, 14e Chapter 11 Traditional Leadership Approaches Griffin/Phillips, Organizational Behavior, 14th Edition. © 2024 Cengage Learning, Inc. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 1  Learning Outcomes After studying this chapter, you should be able to: 1. Characterize the nature of leadership. 2. Trace the early approaches to leadership. 3. Discuss the emergence of situational theories and models of leadership including the LPC and path–goal theories. 4. Describe Vroom’s decision tree approach to leadership. Griffin/Phillips, Organizational Behavior, 14th Edition. © 2024 Cengage Learning, Inc. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 2  11-1 The Nature of Leadership Griffin/Phillips, Organizational Behavior, 14th Edition. © 2024 Cengage Learning, Inc. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 3  The Meaning of Leadership Leadership is both a process and a property. − Leadership as a process – the use of noncoercive influence to direct and coordinate the activities of group members to meet a goal − Leadership as a property – the set of characteristics attributed to those perceived to use influence successfully − Influence – the ability to affect the perceptions, beliefs, attitudes, motivation, and/or behavior of others Griffin/Phillips, Organizational Behavior, 14th Edition. © 2024 Cengage Learning, Inc. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 4  Table 11.1 Kotter’s Distinctions between Management and Leadership Activity Management Leadership Creating an Planning and budgeting. Establishing detailed steps and Establishing direction. Developing a vision of the future, Agenda timetables for achieving needed results; allocating the often the distant future, and strategies for producing the resources necessary to make those needed results changes needed to achieve that vision. happen. Developing a Organizing and staffing. Establishing some structure for Aligning people. Communicating the direction by words Human Network for accomplishing plan requirements, staffing that structure and deeds to all those whose cooperation may be Achieving the with individuals, delegating responsibility and authority for needed to influence the creation of teams and coalitions Agenda carrying out the plan, providing policies and procedures that understand the vision and strategies and accept to help guide people, and creating methods or systems to their validity. monitor implementation. Executing Plans Controlling and problem solving. Monitoring results vs. Motivating and inspiring. Energizing people to overcome plan in some detail, identifying deviations, and then major political, bureaucratic, and resource barriers to planning and organizing to solve these problems. change by satisfying very basic, but often unfulfilled, human needs. Outcomes Produces a degree of predictability and order and has the Produces change, often to a dramatic degree, and has potential to consistently produce major results expected the potential to produce extremely useful change (e.g., by various stakeholders (e.g., for customers, always new products that customers want, new approaches to being on time; for stockholders, being on budget). labor relations that help make a firm more competitive). Griffin/Phillips, Organizational Behavior, 14th Edition. © 2024 Cengage Learning, Inc. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 5  11-2 Early Approaches to Leadership Griffin/Phillips, Organizational Behavior, 14th Edition. © 2024 Cengage Learning, Inc. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 6  Trait Approaches to Leadership Trait approach – attempted to identify stable and enduring character traits that differentiate effective leaders from nonleaders − Identifying leadership traits − Developing methods for measuring leadership traits − Using methods to identify and select leaders Currently accepted limited set of leadership traits: - Emotional intelligence - Honesty and integrity - Knowledge of the - Drive - Self-confidence business - Motivation - Cognitive ability - Charisma Griffin/Phillips, Organizational Behavior, 14th Edition. © 2024 Cengage Learning, Inc. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 7  Behavioral Approaches to Leadership (1 of 2) Behavioral approach – tried to identify behaviors that differentiated effective leaders from nonleaders − Michigan leadership studies – defined job-centered and employee- centered leadership as opposite ends of a single leadership dimension § Job-centered leader behavior – involves paying close attention to the work of subordinates, explaining work procedures, and demonstrating a strong interest in performance § Employee-centered leader behavior – involves attempting to build effective work groups with high performance goals Griffin/Phillips, Organizational Behavior, 14th Edition. © 2024 Cengage Learning, Inc. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 8  Behavioral Approaches to Leadership (2 of 2) − Ohio State leadership studies – defined leader consideration and initiating structure behaviors as independent dimensions of leadership § Consideration behavior – involves being concerned with subordinates’ feelings and respecting subordinates’ ideas § Initiating structure behavior – involves clearly defining leader– subordinate roles so that subordinates know what is expected of them Griffin/Phillips, Organizational Behavior, 14th Edition. © 2024 Cengage Learning, Inc. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 9  Figure 11.1 Early Behavioral Approaches to Leadership Two of the first behavioral approaches to leadership were the Michigan and Ohio State studies. Griffin/Phillips, Organizational Behavior, 14th Edition. © 2024 Cengage Learning, Inc. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 10  The Leadership Grid Leadership Grid (originally Managerial Grid) – identifies five leadership styles reflecting different combinations of concern for people and concern for production − Provides a means for evaluating leadership styles and then training managers to move toward an ideal style of behavior − In its most current version: § Horizontal axis represents concern for production § Vertical axis represents concern for people Griffin/Phillips, Organizational Behavior, 14th Edition. © 2024 Cengage Learning, Inc. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 11  Figure 11.2 The Leadership Grid The Leadership Grid is a method of evaluating leadership styles. The overall objective of an organization using the Grid is to train its managers using organizational development techniques so that they are simultaneously more concerned for both people and production (9,9 style on the Grid). Griffin/Phillips, Organizational Behavior, 14th Edition. © 2024 Cengage Learning, Inc. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 12  11-3 The Emergence of Situational Leadership Models Griffin/Phillips, Organizational Behavior, 14th Edition. © 2024 Cengage Learning, Inc. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 13  Situational Leadership Models Situational models − Differ from traits models and behavior models − Assume that appropriate leader behavior varies from one situation to another situation − Seek to identify how key situational factors interact to determine appropriate leader behavior The leadership continuum model − Proposed by Tannenbaum and Schmidt − Laid the foundation for research in this field Griffin/Phillips, Organizational Behavior, 14th Edition. © 2024 Cengage Learning, Inc. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 14  Figure 11.3 Tannenbaum and Schmidt’s Leadership Continuum The Tannenbaum and Schmidt leadership continuum was an important precursor to modern situational approaches to leadership. The continuum identifies seven levels of leadership, which range between the extremes of boss-centered and subordinate-centered leadership. Griffin/Phillips, Organizational Behavior, 14th Edition. © 2024 Cengage Learning, Inc. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 15  11-4 The LPC Theory of Leadership Griffin/Phillips, Organizational Behavior, 14th Edition. © 2024 Cengage Learning, Inc. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 16  Task versus Relationship Motivation LPC theory of leadership – suggests that a leader’s effectiveness depends on the situation − Tries to reconcile and explain leader personality and situation complexity − Assumes a task or relationship focus for leaders − Uses least-preferred coworker (LPC) – scale presumed to measure a leader’s motivation § High LPC leaders are more concerned with interpersonal relationships. § Low LPC leaders are more concerned with task-relevant problems. Griffin/Phillips, Organizational Behavior, 14th Edition. © 2024 Cengage Learning, Inc. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 17  Situational Favorableness Three factors measure situational favorableness to help determine proper leadership focus: − Leader–member relations (high importance) § Reflect the quality of personal relationship, level of trust − Task structure (moderate importance) § Favors more structured tasks − Leader position power (low importance) § Power inherent in leader’s role itself Griffin/Phillips, Organizational Behavior, 14th Edition. © 2024 Cengage Learning, Inc. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 18 Table 11.2 The LPC Theory of Leadership Griffin/Phillips, Organizational Behavior, 14th Edition. © 2024 Cengage Learning, Inc. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 19  11-5 The Path–Goal Theory of Leadership Griffin/Phillips, Organizational Behavior, 14th Edition. © 2024 Cengage Learning, Inc. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 20  Basic Premises and Leader Behaviors Path–goal theory of leadership – suggests that effective leaders clarify the paths (behaviors) that will lead to desired rewards (goals) − Argues that subordinates are motivated by their leader to the extent that the leader’s behaviors influence their expectancies − Identifies types of leader behaviors: § Directive § Supportive § Participative § Achievement-oriented Griffin/Phillips, Organizational Behavior, 14th Edition. © 2024 Cengage Learning, Inc. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 21  Situational Factors Personal characteristics of subordinates − Locus of control − Perceived ability Environmental characteristics that cause uncertainty − Task structure − The formal authority system − The primary work group Leader behavior will motivate subordinates if it helps them cope with environmental uncertainty. Griffin/Phillips, Organizational Behavior, 14th Edition. © 2024 Cengage Learning, Inc. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 22  Figure 11.4 The Path–Goal Theory of Leadership The path-goal theory of leadership specifies four kinds of leader behavior: directive, supportive, participative, and achievement-oriented. Leaders are advised to vary their behaviors in response to such situational factors as personal characteristics of subordinates and environmental characteristics. Griffin/Phillips, Organizational Behavior, 14th Edition. © 2024 Cengage Learning, Inc. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 23  11-6 Vroom’s Decision Tree Approach to Leadership Griffin/Phillips, Organizational Behavior, 14th Edition. © 2024 Cengage Learning, Inc. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 24  Vroom’s Decision Tree Approach Vroom’s decision tree approach – attempts to prescribe how much participation subordinates should be allowed in making decisions Basic premises: − Situational characteristics determine the degree to which subordinates should be encouraged to participate in decision making. − Managers can choose between two decision trees. − Managers can adopt the endpoint decision styles. Griffin/Phillips, Organizational Behavior, 14th Edition. © 2024 Cengage Learning, Inc. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 25  Levels of Subordinate Participation Decide: The manager makes the decision alone and then announces or “sells” it to the group. Delegate: The manager allows the group to define for itself the exact nature and parameters of the problem and then develop a solution. Consult (individually): The manager presents the program to group members individually, obtains their suggestions, and then makes the decision. Consult (group): The manager presents the problem to group members at a meeting, gets their suggestions, and then makes the decision. Facilitate: The manager presents the problem to the group at a meeting, defines the problem and its boundaries, and then facilitates group member discussion as members make the decision. Griffin/Phillips, Organizational Behavior, 14th Edition. © 2024 Cengage Learning, Inc. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 26  Figure 11.5 Vroom’s Time-Driven Decision Tree This matrix is recommended for situations in which time is the highest importance in making a decision. Start at the left with a specific decision problem in mind. The column headings denote situational factors present (or not) in that problem. Progress by selecting High or Low (H or L) for each relevant situational factor. Proceed down from the funnel, judging only those situational factors for which a judgment is called for, until you reach the recommended process. Griffin/Phillips, Organizational Behavior, 14th Edition. © 2024 Cengage Learning, Inc. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 27  Figure 11.6 Vroom’s Development-Driven Decision Tree This matrix is to be used when the leader is more interested in developing employees than in making the decision quickly. Just as with the time-driven tree shown in Figure 11.5, the leader assesses up to seven situational factors. These factors, in turn, funnel the leader to a recommended process for making the decision. Griffin/Phillips, Organizational Behavior, 14th Edition. © 2024 Cengage Learning, Inc. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 28