Chapter Learning Objectives

After studying this chapter you should be able to:

1. Identify and describe contemporary situational theories

of leadership.
2. Discuss leadership through the eyes of followers.
3. Identify and describe alternatives to leadership.
4. Describe the changing nature of leadership.
5. Identify and discuss emerging issues in leadership.

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 Contemporary Situational Theories

• New situational theories have evolved from

LPC theory, Path-Goal theory, and the Decision
Tree Model:
–The Leader-Member Exchange Model
–The Hersey and Blanchard Model
–Attributions of Leadership
–Updated versions of the original models

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 Contemporary Situational Theories (cont’d)

• The Leader-Member Exchange Model

(Graen and Dansereau)
–Suggests that leaders form unique independent
relationships with each of their subordinates
• Each superior-subordinate pair is termed a “vertical dyad.”
• Supervisors establish a close working relationship with a
small number of trusted subordinates referred to as the
“in-group.”
• Subordinates who are not a part of the “in-group” are called
the “out-group”, and they receive less of the supervisor’s
time and attention.

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FIGURE 13.1 The Leader-Member Exchange (LMX) Model

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 Contemporary Situational Theories (cont’d)

• The Hersey and Blanchard Model

–Suggests that leader behaviors should vary in
response to the “readiness” of followers
• As follower readiness (i.e., subordinate’s degree of
motivation, competence, experience, and interest in
accepting responsibility) improves, the leader’s
relationship style should change from telling to selling
to participation to delegating while the leader’s task
behavior (initially high) should diminish over time.

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FIGURE 13.2 The Hersey and Blanchard Theory of Leadership

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 Leadership Through the Eyes of Followers

Approaches to Leadership

Transformational Charismatic Attributions of

Leadership Leadership Leadership

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 Leaders as Followers See Them

Transformational The set of abilities that allows the leader to

Leadership recognize the need for change, to create a
vision to guide that change, and to execute the
change effectively.
Charismatic Charisma is a personal characteristic of the
Leadership leader which inspires support and acceptance.
Leadership is based on leader’s personal
charisma.
Attribution Holds that when behaviors are observed in a
Perspective of context associated with leadership, others may
Leadership attribute varying levels of leadership ability or
power to the person displaying those behaviors.

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FIGURE 13.3 The Charismatic Leader

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 Alternatives to Leadership

Alternatives to
Leadership

Leadership Leadership
Substitutes Neutralizers

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Table 13.1 Substitutes and Neutralizers for Leadership

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 The Changing Nature of Leadership

• Leaders as Coaches
–New Role: Leader as Mentor
• Helps select team members and other new
employees
• Provides general direction
• Helps train/develop the team and member skills
• Helps acquire information/resources
• Helps resolve conflict and mediate disputes

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 The Changing Nature of Leadership (cont’d)

• Gender and Leadership

–Stereotyping of styles is no longer valid
–Women tend to be more democratic decision makers;
men more autocratic
–Women may have stronger interpersonal skills
–Women may confront more opposition and therefore
involve others in decision making to reduce conflict
• Cross-Cultural Leadership
–Culture encompasses both international differences
and diversity-based differences within one culture

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 International Leadership
and Project GLOBE

Charismatic/
value-based
leadership

Team-oriented Participative
leadership leadership
International
Leadership
Behaviors
Humane-oriented Autonomous
leadership leadership

Self-protective
leadership

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 Emerging Issues in Leadership

Leadership Issues

Strategic Ethical Virtual

Leadership Leadership Leadership

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 Emerging Issues in Leadership (cont’d)
• Strategic Leadership
–Requires that leaders be capable of:
• Understanding the complexities of both the organization and
its environment
• Leading change in the organization to achieve and maintain a
superior alignment between the organization and its
environment
–Managerial requirements:
• Encompassing understanding of the organization
• Firm grasp of the organization’s environment
• Awareness of firm’s alignment with the environment
• Ability to improve the alignment

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 Emerging Issues in Leadership (cont’d)

• Why Ethical Leadership Is Essential

–Increasing pressure for high ethical standards for
leadership positions
–Increasing pressure to hold leaders accountable for
their actions
–Increasing environmental pressure for stronger
corporate governance models

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 Emerging Issues in Leadership (cont’d)

• Virtual Leadership Challenges

–Changes in leadership and mentoring as in-person
contact replaces virtual contact
–Less nonverbal communication
–Increasing importance of e-mail’s role in conveying
appreciation, reinforcement, and constructive
feedback
–Face-to-face leadership skills become critical as
opportunities decrease for direct contact

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 Organizational Behavior in Action
• After reading the chapter:
–What behavior do you most readily identify as
“leadership”?
–What could substitute for a professor’s leadership in the
classroom? (Think lower tuition ☺!!!)

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