Upload
maylia
View
217
Download
0
Embed Size (px)
Citation preview
8/17/2019 Leadership CH 8
1/24
o r g a n i z a t i o n a l b e h a v
i o r
stephen p.robbins
e l e v e n t h e d i t io n
8/17/2019 Leadership CH 8
2/24
ORGANIZATIONAL BEHAVIORORGANIZATIONAL BEHAVIORS T E P H E N P. R O B B I N SS T E P H E N P. R O B B I N S
E L E V E N T H E D I T I O NE L E V E N T H E D I T I O N
W W W . P R E N H A L L . C O M / R O B B I N SW W W . P R E N H A L L . C O M / R O B B I N S © 2005 Prentice Ha Inc.A ri!"t# re#er$e%.
P&'erP&int Pre#entati&n () C"arie C&&*
C"a+ter ,,
Ba#ic A++r&ac"e#t& Lea%er#"i+
8/17/2019 Leadership CH 8
3/24
© 2005 Prentice Hall Inc.
All rights reserved. 11–3
After studying this chapter,you should be able to:
,. C&ntra#t ea%er#"i+ an% -ana!e-ent.
2. S--arie t"e c&nc#i&n# & trait t"e&rie#.
1. I%enti) t"e i-itati&n# & (e"a$i&ra t"e&rie#.
. De#cri(e 3ie%er4# c&ntin!enc) -&%e.
5. E+ain Her#e) an% Banc"ar%4# #itati&na
t"e&r).
6. S--arie ea%er7-e-(er ec"an!e t"e&r). L E
A
R
N I
N G
O B
J E C
T I V
E S
8/17/2019 Leadership CH 8
4/24
© 2005 Prentice Hall Inc.
All rights reserved. 11–4
After studying this chapter,you should be able to:
8. De#cri(e t"e +at"7!&a t"e&r).
9. I%enti) t"e #itati&na $aria(e# in t"e ea%er7
+artici+ati&n -&%e.
L
E A
R
N I N
G
O B
J E
C
T I V
E S
( o n t ! d "
8/17/2019 Leadership CH 8
5/24
© 2005 Prentice Hall Inc.
All rights reserved. 11–5
What Is Leadership?
Lea%er#"i+
The ability toinuence a grouptoward the
achievement of goals.Mana!e-ent
Use of authorityinherent in designatedformal rank to obtaincompliance fromorganizationalmembers.
8/17/2019 Leadership CH 8
6/24
© 2005 Prentice Hall Inc.
All rights reserved. 11–6
Trait Theories
Lea%er#"i+ Trait#Lea%er#"i+ Trait#::
• A-(iti&n an% ener!)A-(iti&n an% ener!)
• T"e %e#ire t& ea%T"e %e#ire t& ea%• H&ne#t an% inte!rit)H&ne#t an% inte!rit)
• Se7c&ni%enceSe7c&ni%ence
•Intei!enceIntei!ence
• Hi!" #e7-&nit&rin!Hi!" #e7-&nit&rin!
• ;&(7ree$ant;&(7ree$ant*n&'e%!e*n&'e%!e
Lea%er#"i+ Trait#Lea%er#"i+ Trait#::
• A-(iti&n an% ener!)A-(iti&n an% ener!)
• T"e %e#ire t& ea%T"e %e#ire t& ea%
• H&ne#t an% inte!rit)H&ne#t an% inte!rit)
• Se7c&ni%enceSe7c&ni%ence
• Intei!enceIntei!ence
• Hi!" #e7-&nit&rin!Hi!" #e7-&nit&rin!
• ;&(7ree$ant;&(7ree$ant*n&'e%!e*n&'e%!e
Trait# T"e&rie# &
Lea%er#"i+
Theories that consider
personality, social,physical, orintellectual traits todierentiate leadersfrom nonleaders.
8/17/2019 Leadership CH 8
7/24
© 2005 Prentice Hall Inc.
All rights reserved. 11–7
Trait Theories
Li-itati&n#Li-itati&n#::
• N& ni$er#a trait# &n% t"at +re%ictN& ni$er#a trait# &n% t"at +re%ict
ea%er#"i+ in a #itati&n#.ea%er#"i+ in a #itati&n#.
• Trait# +re%ict (e"a$i&r (etter in
8/17/2019 Leadership CH 8
8/24
© 2005 Prentice Hall Inc.
All rights reserved. 11–8
Behavioral Theories
• Trait t"e&r):Trait t"e&r):
Leaders are born, not made.Leaders are born, not made.
• Be"a$i&ra t"e&r):Be"a$i&ra t"e&r):Leadership traits can be taught.Leadership traits can be taught.
• Trait t"e&r):Trait t"e&r):
Leaders are born, not made.Leaders are born, not made.
• Be"a$i&ra t"e&r):Be"a$i&ra t"e&r):Leadership traits can be taught.Leadership traits can be taught.
Be"a$i&ra T"e&rie# & Lea%er#"i+
Theories proposing that speci!c behaviorsdierentiate leaders from nonleaders.
8/17/2019 Leadership CH 8
9/24
© 2005 Prentice Hall Inc.
All rights reserved. 11–9
Ohio State Studies
Initiatin! Strctre
The e"tent to which a leaderis likely to de!ne andstructure his or her role and
those of sub#ordinates in thesearch for goal attainment.
C&n#i%erati&n
The e"tent to which a leader is likely to have $ob relationships characterized by mutualtrust, respect for subordinate%s ideas, andregard for their feelings.
8/17/2019 Leadership CH 8
10/24
© 2005 Prentice Hall Inc.
All rights reserved.
11–
10
!iversit" o# $i%hi&a! Studies
E-+&)ee7Oriente% Lea%er &mphasizing interpersonal relations' taking apersonal interest in the needs of employeesand accepting individual dierences among
members.Pr&%cti&n7Oriente% Lea%er
(ne who emphasizestechnical or task aspects of
the $ob.
8/17/2019 Leadership CH 8
11/24
© 2005 Prentice Hall Inc.
All rights reserved.
11–
11
The
$a!a&erialGrid'Bla(e a!d $outo!)
E ? H I B I T ,,@,
8/17/2019 Leadership CH 8
12/24
© 2005 Prentice Hall Inc.
All rights reserved.
11–
12
S%a!di!avia! Studies
De$e&+-ent7Oriente% Lea%er
(ne who valuese"perimentation, seeking newideas, and generating and
implementing change.Resear%hers i! *i!la!d a!d S+ede!
,uestio! +hether there are o!l" t+o
di-e!sio!s 'produ%tio!.orie!tatio!
a!d e-plo"ee.orie!tatio!) that
%apture the esse!%e o# leadership/ehavior0 Their pre-ise is that i! a
%ha!&i!& +orld1 e##e%tive leaders
+ould e2hi/it %e$e&+-ent7&riente%
/ehavior0
8/17/2019 Leadership CH 8
13/24
© 2005 Prentice Hall Inc.
All rights reserved.
11–
13
3o!ti!&e!%" Theories
3ie%er4# C&ntin!enc) M&%e
The theory that eective groups depend on aproper match between a leader%s style ofinteracting with subordinates and the degree
to which the situation gives control andinuence to the leader.
Lea#t Preerre% C&7W&r*er LPC
e#ti&nnaire
An instrument that purports tomeasure whether a person istask# or relationship#oriented.
8/17/2019 Leadership CH 8
14/24
© 2005 Prentice Hall Inc.
All rights reserved.
11–
14
*iedler4s $odel5 6e#i!i!& the Situatio!
Lea%er7Me-(er Reati&n#
The degree of con!dence, trust, and respectsubordinates have in their leader.
Piti&n P&'er
)nuence derived from one%s formal structuralposition in the organization' includes power tohire, !re, discipline, promote, and give salary
increases.
Ta#* Strctre
The degree to which the $ob assignments areprocedurized.
8/17/2019 Leadership CH 8
15/24
© 2005 Prentice Hall Inc.
All rights reserved.
11–
15
*i!di!&s #ro- *iedler $odel
E ? H I B I T ,,@2
8/17/2019 Leadership CH 8
16/24
© 2005 Prentice Hall Inc.
All rights reserved.
11–
16
3o&!itive Resour%e Theor"
Re#earc" S++&rt:
• Le## intei!ent in%i$i%a# +er&r- (etter in ea%er#"i+
r&e# n%er "i!" #tre## t"an %& -&re intei!ent
in%i$i%a#.
• Le## e+erience% +e&+e +er&r- (etter in ea%er#"i+
r&e# n%er &' #tre## t"an %& -&re e+erience% +e&+e.
Re#earc" S++&rt:
• Le## intei!ent in%i$i%a# +er&r- (etter in ea%er#"i+
r&e# n%er "i!" #tre## t"an %& -&re intei!entin%i$i%a#.
• Le## e+erience% +e&+e +er&r- (etter in ea%er#"i+
r&e# n%er &' #tre## t"an %& -&re e+erience% +e&+e.
C&!niti$e Re#&rce T"e&r)A theory of leadership that states that stresscan unfavorably aect a situation and thatintelligence and e"perience can lessen the
inuence of stress on the leader.
8/17/2019 Leadership CH 8
17/24
© 2005 Prentice Hall Inc.
All rights reserved.
11–
17
Herse" a!d Bla!%hard4s Situatio!al Leadership
Theor"
Sitati&na Lea%er#"i+ T"e&r) SLT
A contingency theory that focuses onfollowers% readiness.
Lea%er: %ecrea#in! nee%
&r #++&rt an% #+er$i#i&n
3&&'er rea%ine##:
a(iit) an% 'iin!ne##
>na(e an%>na(e an%
>n'iin!>n'iin!>na(e (t>na(e (t
Wiin!Wiin!A(e an%A(e an%
Wiin!Wiin!
Directi$eDirecti$e Hi!" Ta#* an% Reati&n#"i+Hi!" Ta#* an% Reati&n#"i+
Orientati&n#Orientati&n#
S++&rti$eS++&rti$e
Partici+ati$ePartici+ati$e
A(e an%A(e an%
>n'iin!>n'iin!
M&nit&rin!M&nit&rin!
8/17/2019 Leadership CH 8
18/24
© 2005 Prentice Hall Inc.
All rights reserved.
11–
18
Leadership St"les a!d *ollo+er Readi!ess
'Herse" a!d Bla!%hard)
Wiin!>n'iin!
A(e
>na(e Directi$eDirecti$e
Hi!" Ta#*Hi!" Ta#*
an%an%
Reati&n#"i+Reati&n#"i+Orientati&n#Orientati&n#
S++&rti$eS++&rti$e
Partici+ati$ePartici+ati$eM&nit&rin!M&nit&rin!
3&&'er
Rea%ine##
Lea%er#"i+Lea%er#"i+
St)e#St)e#
8/17/2019 Leadership CH 8
19/24
© 2005 Prentice Hall Inc.
All rights reserved.
11–
19
Leader7$e-/er E2%ha!&e Theor"
Lea%er7Me-(er Ec"an!e LM? T"e&r)*eaders create in#groups and out#groups, andsubordinates with in#group status will havehigher performance ratings, less turnover,
and greater $ob satisfaction.
8/17/2019 Leadership CH 8
20/24
© 2005 Prentice Hall Inc.
All rights reserved.
11–
20
Leader.$e-/er E2%ha!&e Theor"
E ? H I B I T ,,@1
8/17/2019 Leadership CH 8
21/24
© 2005 Prentice Hall Inc.
All rights reserved.
11–
21
8ath.Goal Theor"
Pat"7&a T"e&r)
The theory that it is theleader%s $ob to assist followersin attaining their goals and to
provide them the necessarydirection and+or support toensure that their goals arecompatible with the overall
ob$ectives of the group ororganization.
8/17/2019 Leadership CH 8
22/24
© 2005 Prentice Hall Inc.
All rights reserved.
11–
22
The 8ath.Goal Theor"
E ? H I B I T ,,@
8/17/2019 Leadership CH 8
23/24
© 2005 Prentice Hall Inc.
All rights reserved.
11–
23
Leader.8arti%ipatio! $odel
Lea%er7Partici+ati&n M&%e Vr&&- an% ett&nA leadership theory that provides a set ofrules to determine the form and amount ofparticipative decision making in dierent
situations.
8/17/2019 Leadership CH 8
24/24
© 2005 Prentice Hall Inc.
All rights reserved.
11–
24
3o!ti!&e!%" Varia/les i! the Revised
Leader.8arti%ipatio! $odel
E ? H I B I T ,,@5
90 I-porta!%e o# the de%isio!
:0 I-porta!%e o# o/tai!i!& #ollo+er %o--it-e!t to the de%isio!
;0 Whether the leader has su##i%ie!t i!#or-atio! to -a(e a &ood de%isio!
0 Whether #ollo+ers /u" i!to@ the or&a!iatio!4s &oals
0 Whether there is li(el" to /e %o!#li%t a-o!& #ollo+ers over solutio!
alter!atives
C0 Whether #ollo+ers have the !e%essar" i!#or-atio! to -a(e a &ood de%isio!
D0 Ti-e %o!strai!ts o! the leader that -a" li-it #ollo+er i!volve-e!t
90 Whether %osts to /ri!& &eo&raphi%all" dispersed -e-/ers toðer is
Fusti#ied
990 I-porta!%e to the leader o# -i!i-ii!& the ti-e it ta(es to -a(e the de%isio!
9:0 I-porta!%e o# usi!& parti%ipatio! as a tool #or developi!& #ollo+er de%isio!
s(ills