Robbins & Judge

Leadership
Organizational Behavior
14th Edition
I am more afraid of an army of 100 sheep
led by a lion than an army of 100 lions
led by a sheep. —Talleyrand

Kelli J. Schutte
William Jewell College

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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
➢ Both are necessary for
organizational success

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Trait Theories of Leadership
➢ Theories that consider personality, social, physical, or
intellectual traits to differentiate leaders from
nonleaders
➢ Not very useful until matched with the Big Five
Personality Framework
➢ Essential Leadership Traits
– Extroversion
– Conscientiousness
– Openness
– Emotional Intelligence (Qualified)
➢ Traits can predict leadership, but they are better at
predicting leader emergence than effectiveness.
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 Big Five Personality Framework

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Behavioral Theories of Leadership
➢ Theories proposing that specific behaviors differentiate
leaders from nonleaders
➢ Differences between theories of leadership:
– Trait theory: leadership is inherent, so we must identify the
leader based on his or her traits
– Behavioral theory: leadership is a skill set and can be taught
to anyone, so we must identify the proper behaviors to teach
potential leaders

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Contingency Theories
➢ While trait and behavior theories do help us
understand leadership, an important component is
missing: the environment in which the leader exists

➢ Contingency Theory adds this additional aspect to our

understanding leadership effectiveness studies

➢ Three key theories:

– Fiedler’s Model
– Hersey and Blanchard’s Situational Leadership Theory
– Path-Goal Theory

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Fiedler Model
➢ Effective group performance depends on the proper
match between leadership style and the degree to which
the situation gives the leader control.
– Assumes that leadership style (based on orientation revealed
in LPC questionnaire) is fixed
➢ Considers Three Situational Factors:
– Leader-member relations: degree of confidence and trust in
the leader
– Task structure: degree of structure in the jobs
– Position power: leader’s ability to hire, fire, and reward
➢ For effective leadership: must change to a leader who fits
the situation or change the situational variables to fit the
current leader
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 LPC Questionnaire

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 Graphic Representation of Fiedler’s Model

Used to
determine
which type
of leader
to use in a
given
situation

E X H I B I T 12-2

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Assessment of Fiedler’s Model
➢ Positives:
– Considerable evidence supports the model, especially if the
original eight situations are grouped into three

➢ Problems:
– The logic behind the LPC
scale is not well understood
– LPC scores are not stable
– Contingency variables are
complex and hard to
determine

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 Situational Leadership Theory
➢ A model that focuses on follower “readiness”
– Followers can accept or reject the leader
– Effectiveness depends on the followers’ response to the
leader’s actions
– “Readiness” is the extent to which people have the ability
and willingness to accomplish a specific task
Ability to follow Willingness to Follow Leadership Behavior
Unable Unwilling Give clear and specific directions

Unable Willing Display high task orientation

Able Unwilling Use a supportive and participatory

style
Able Willing Doesn’t need to do much

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Charismatic Leadership
➢ Charisma means gift in Greek

Unconventional Vision
Behavior

Sensitivity to
Personal Risk
Followers

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Charismatic Leadership
How do charismatic leaders influence followers?

Create a
Articulate a Create a new Demonstrate
Vision
Vision set of Values the Vision
Statement

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Transformational Leaders
➢ Inspire followers to transcend their self-interests for
the good of the organization
• Contingent Reward
• Management by Exception
(active)
Transactional • Management by Exception
(passive)
• Laissez-Faire

• Idealized Influence
• Inspirational Motivation
Transformational • Intellectual Stimulation
• Individualized Consideration

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Leadership Model

Transaction Transformational
Approaches Approaches
• Laissez-Faire • Individualized
• Management by Consideration
Exception • Intellectual
• Contingent Stimulation
Reward • Inspirational
Motivation
• Idealized
Influence

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Authentic Leaders
• Authentic leaders know who they
are, what they believe in and value,
and act upon those values and beliefs.

Ethics and Leadership

• Leadership is not free from values.
When we assess leadership, we must
assess not just the goals themselves
but also the means by which those
goals are achieved.
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Trust and Leadership
➢ Trust – a psychological state that exists when you agree
to make yourself vulnerable to another because you
have a positive expectation for how things are going to
turn out.
– Key attribute associated with leadership
– Followers who trust their leader will align their actions and
attitudes with the leader’s behaviors/requests

Trust Desired
Actions
Desired
Attitudes

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How is Trust Developed?

Trust Action: Risk Taking,

Information Sharing,
Group Effectiveness,
and Productivity
Leadership
Action:
Integrity,
Benevolence,
Ability

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