ORGANIZATIONAL BEHAVIOR

Basic Approaches in Leadership

OBJECTIVES LEARNING

AFTER EXPERIENCING THIS PRESENTATAION, 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. Examine different leadership styles. 5. Describe Fiedlers contingency model. 6. Explain Hersey and Blanchards situational theory. 7. Summarize leader-member exchange theory.

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OBJECTIVES LEARNING

AFTER EXPERIENCING THIS PRESENTATAION, YOU SHOULD BE ABLE TO : 7. Describe the path-goal theory. 8. Identify the situational variables in the leader-participation model.

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OBJECTIVES

AFTER EXPERIECNING THIS PRESENTATAION, YOU SHOULD BE ABLE TO:

Management is The process used to accomplish organizational goals through planning, organizing, leading and controlling people and other organizational resources.

LEARNING

Many people believe that leadership is simply, being the first, biggest or most powerful. Leadership in organizations has a different and more meaningful definition.

Very simply put, a leader is interpreted as someone who: Sets direction in an effort and influences people to follow that direction. How they set that direction and influence people depends on a variety of factors that we'll consider later on. To really comprehend the "territory" of leadership, we will briefly scan some of the major theories, notice various styles of leadership and review some of the suggested traits and characteristics that leaders should have. .

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OBJECTIVES

Management Styles
There are several different leadership styles that can be identified within each of the following management techniques. Each technique has its own set of good and not-so-good characteristics, and each uses leadership in a different way. before looking at these let us examine this case study.

LEARNING

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WHAT IS LEADERSHIP?

management Use of authority inherent in desig nated formal rank to obtain compliance from org anizational m bers em
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TRAIT THEORIES

Leadership Traits: : Leadership Traits Ambition and energy Ambition and energy The desire to lead The desire to lead Honesty and integrity Honesty and integrity Self-confidence Self-confidence Intelligence Intelligence Job-relevant Job-relevant knowledge knowledge
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TRAIT THEORIES Limitations: : Limitations

No universal traits that predict leadership in all No universal traits that predict leadership in all situations. situations. Traits predict behavior better in weak than Traits predict behavior better in weak than strong situations. strong situations. Unclear evidence of the cause and effect of Unclear evidence of the cause and effect of relationship of leadership and traits. relationship of leadership and traits. Better predictor of the appearance of Better predictor of the appearance of leadership than distinguishing effective and leadership than distinguishing effective and ineffective leaders. ineffective leaders.
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BEHAVIOURAL 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.
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5 Typical Patterns of Leadership Behavior.

TELLING The leader identifies a problem, considers alternative solutions, chooses one of them, and then tells others what they are to do the leader may not consider what the group will think or feel about the decision, but group members clearly do not participate in decision making. Coercion may not be used or implied. CONSULTING.. The leader here gives the group members a chance to influence the decision from the beginning. Problems and relevant background information are presented, and then the members are asked for their ideas.

SELLING the leader as before, makes the decision without consulting the group. However, instead of simply announcing the decision, he/she tries to persuade the group members to accept it. The leader points out how he has considered organization goals and interest of group members and states how the member will benefit from carrying out the decision.

JOINING The leader here participates in the discussion as just another member and agrees in advance to carry out whatever decision the group make. The only limits placed on the group are those given to the leader by his superiors.
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5 Typical Patterns of Leadership Behavior.

TESTING The leader identifies a problem and proposes a tentative solution. Before finalizing it, however, he/she gets the reactions of those who will implement it. The leader says, in effect, Id like your frank reactions to this proposal, and I will then make the final decision.

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OHIO STATE STUDIES

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UNIVERSITY OF MICHIGAN STUDIES

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The Managerial Grid

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Scandinavian Studies

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Contingency Theories: Fiedlers Model

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Fiedlers Model: Defining the Situation

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Findings from Fiedler Model

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Cognitive Resource Theory

Research Support: : Research Support

Less intelligent individuals Less intelligent individuals perform better in leadership perform better in leadership roles under high stress than roles under high stress than do more intelligent individuals. do more intelligent individuals. Less experienced people Less experienced people perform better in leadership perform better in leadership roles under low stress than do roles under low stress than do more experienced people. more experienced people.

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Hersey and Blanchards Situational Leadership Theory

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: ss ine d ea r

y ili t ab

ss e gn n i ll i dw an

Leader: decreasing need for support and supervision

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LeaderMember Exchange Theory

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Leader-Member Exchange Theory

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Path-Goal Theory

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The Path-Goal Theory

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Leader-Participation Model

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Contingency Variables in the Revised Leader-Participation Model

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ANY QUESTIONS

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