The document summarizes several theories of leadership, including: 1) Trait theories, which consider personality and individual traits that differentiate leaders from non-leaders. 2) Behavioral theories, which propose that leadership traits can be taught and behaviors differentiate leaders. 3) Contingency theories, such as Fiedler's model and cognitive resource theory, which emphasize the importance of situational factors. 4) Other theories discussed include path-goal theory, leader-member exchange theory, and situational leadership theory.

1. Chapter 11
Basic Approaches
to Leadership
ORGANIZATIONAL BEHAVIOR
S 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 N
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2. What Is Leadership?
What Is Leadership?
Leadership
The ability to influence a group toward the
achievement of goals.
Management
Use of authority inherent in designated formal rank
to obtain compliance from organizational members.
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3. Trait Theories
Trait Theories
Traits Theories of Leadership Traits::
Leadership Traits
Leadership
•• Ambition and energy
Ambition and energy
Theories that consider
•• The desire to lead
The desire to lead
personality, social,
physical, or intellectual •• Honest and integrity
Honest and integrity
traits to differentiate •• Self-confidence
leaders from nonleaders. Self-confidence
•• Intelligence
Intelligence
•• High self-monitoring
High self-monitoring
•• Job-relevant
Job-relevant
knowledge
knowledge
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4. Trait Theories
Trait Theories
Limitations::
Limitations
•• No universal traits found that predict
No universal traits found that predict
leadership in all situations.
leadership in all situations.
•• Traits predict behavior better in “weak”
Traits predict behavior better in “weak”
than “strong” situations.
than “strong” situations.
•• Unclear evidence of the cause and effect
Unclear evidence of the cause and effect
of relationship of leadership and traits.
of relationship of leadership and traits.
•• Better predictor of the appearance of
Better predictor of the appearance of
leadership than distinguishing effective
leadership than distinguishing effective
and ineffective leaders.
and ineffective leaders.
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5. Behavioral Theories
Behavioral Theories
Behavioral Theories of Leadership
Theories proposing that specific behaviors
differentiate leaders from nonleaders.
•• 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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6. Ohio State Studies
Ohio State Studies
Initiating Structure
The extent to which a leader is likely to define and
structure his or her role and those of sub-ordinates
in the search for goal attainment.
Consideration
The extent to which a leader is likely to have job
relationships characterized by mutual trust, respect
for subordinate’s ideas, and regard for their feelings.
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7. University of Michigan Studies
University of Michigan Studies
Employee-Oriented Leader
Emphasizing interpersonal relations; taking a
personal interest in the needs of employees and
accepting individual differences among members.
Production-Oriented Leader
One who emphasizes technical or task aspects of
the job.
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8. Scandinavian Studies
Scandinavian Studies
Development-Oriented Leader
One who values experimentation,
seeking new ideas, and generating
and implementing change.
Researchers in Finland and Sweden question whether there
are only two dimensions (production-orientation and employee-
orientation) that capture the essence of leadership behavior.
Their premise is that in a changing world, effective leaders
would exhibit development-oriented behavior.
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9. Contingency Theories
Contingency Theories
Fiedler’s Contingency Model
The theory that effective groups depend on a proper
match between a leader’s style of interacting with
subordinates and the degree to which the situation
gives control and influence to the leader.
Least Preferred Co-Worker (LPC) Questionnaire
An instrument that purports to measure whether a
person is task- or relationship-oriented.
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10. Fiedler’s Model: Defining the Situation
Fiedler’s Model: Defining the Situation
Leader-Member Relations
The degree of confidence, trust, and respect
subordinates have in their leader.
Task Structure
The degree to which the job assignments are
procedurized.
Position Power
Influence derived from one’s formal structural
position in the organization; includes power to hire,
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fire, discipline, promote,
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11. Cognitive Resource Theory
Cognitive Resource Theory
Cognitive Resource Theory
A theory of leadership that states that stress can
unfavorably affect a situation and that intelligence
and experience can lessen the influence of stress on
the leader.
Research Support: :
Research Support
• • Less intelligent individuals perform better in leadership
Less intelligent individuals perform better in leadership
roles under high stress than do more intelligent
roles under high stress than do more intelligent
individuals.
individuals.
• • Less experienced people perform better in leadership
Less experienced people perform better in leadership
roles under low stress than do more experienced people.
roles under low stress than do more experienced people.
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12. Hersey and Blanchard’s Situational Leadership
Hersey and Blanchard’s Situational Leadership
Theory
Theory
Situational Leadership Theory (SLT)
A contingency theory that focuses on followers’
readiness.
Unable and Unable but Able and Able and
Unwilling Willing Unwilling Willing
Follower readiness:
ability and willingness
Leader: decreasing need
for support and supervision
Directive High Task and Relationship Supportive Monitoring
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13. Leadership Styles and Follower Readiness
Leadership Styles and Follower Readiness
(Hersey and Blanchard)
(Hersey and Blanchard)
Follower Unwilling Willing
Readiness
Able Supportive
Monitoring
Participative
Leadership
Styles
High Task
Unable Directive and
Relationship
Orientations
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14. Leader–Member Exchange Theory
Leader–Member Exchange Theory
Leader-Member Exchange (LMX) Theory
Leaders create in-groups and out-groups, and
subordinates with in-group status will have higher
performance ratings, less turnover, and greater job
satisfaction.
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15. Path-Goal Theory
Path-Goal Theory
Path-Goal Theory
The theory that it is the leader’s job to assist
followers in attaining their goals and to provide them
the necessary direction and/or support to ensure that
their goals are compatible with the overall objectives
of the group or organization.
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16. Leader-Participation Model
Leader-Participation Model
Leader-Participation Model (Vroom and Yetton)
A leadership theory that provides a set of rules to
determine the form and amount of participative
decision making in different situations.
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