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Organizational Behavior: Leadership
Organizational Behavior: Leadership
Organizational Behavior
14th Edition
Leadership
Kelli J. Schutte
William Jewell College
Copyright © 2012 Dorling Kindersley (India) Pvt. Ltd
Authorized adaptation from the United States edition of Organizational Behavior, 14e
12-0
Chapter Learning Objectives
After studying this chapter, you should be able to:
– Define leadership and contrast leadership and management.
– Summarize the conclusions of trait theories of leadership.
– Identify the central tenets and main limitations of behavioral
theories.
– Assess contingency theories of leadership by their level of support.
– Compare and contrast charismatic and transformational leadership.
– Define authentic leadership and show why effective leaders
exemplify ethics and trust.
– Demonstrate the role mentoring plays in our understanding of
leadership.
– Address challenges to the effectiveness of leadership.
– Assess whether charismatic and transformational leadership
generalize across cultures.
Copyright © 2012 Dorling Kindersley (India) Pvt. Ltd
Authorized adaptation from the United States edition of Organizational Behavior, 14e
12-1
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
• Initiating structure
Ohio • Consideration
• Employee-oriented
Michigan • Production-
oriented
Used to
determine
which type
of leader
to use in a
given
situation
E X H I B I T 12-1
Problems:
– The logic behind the LPC
scale is not well understood
– LPC scores are not stable
– Contingency variables are
complex and hard to
determine
Unconventional Vision
Behavior
Sensitivity to
Personal Risk
Followers
Create a
Articulate a Create a new Demonstrate
Vision
Vision set of Values the Vision
Statement
• Idealized Influence
• Inspirational Motivation
Transformational • Intellectual Stimulation
• Individualized Consideration
SEE E X H I B I T 12-5
Trust Desired
Actions
Desired
Attitudes
SEE E X H I B I T 12-6
SEE E X H I B I T 12-7
Selecting Leaders
Training Leaders
• Need to take into account the situational variables, especially the impact of
followers.
• Investment must be made in the future through mentoring and training leaders.