Leadership: Chapter 12, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition

Chapter 12
Leadership
Chapter 12, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc. 1
LEARNING OUTLINE
Follow this Learning Outline as you read and study this chapter.
• Managers Vs. Leaders

– Contrast leaders and managers.
– Explain why leadership is an important behavioural topic.
– Explain why leadership is sometimes unnecessary.
• Early Leadership Theories
– Discuss what research has shown about leadership traits.
– Contrast the findings of the four behavioural leadership
theories.
– Explain the dual nature of a leader’s behaviour.
LEARNING OUTLINE (cont’d)
• Contingency Theories of Leadership

– Explain how Fiedler’s theory of leadership is a
contingency model.
– Contrast situational leadership theory and the leader
participation model.
– Discuss how path-goal theory explains leadership.
LEARNING OUTLINE (cont’d)
• Cutting-edge Approaches to Leadership

– Differentiate between transactional and
transformational leaders.
– Describe charismatic-visionary leadership.
– Discuss what team leadership involves.
• Current Leadership Issues
– Describe the five sources of a leader’s power.
– Discuss the issues today’s leaders face.
Exhibit 12.1 Distinguishing
Managership from Leadership
The Place of Leadership
• Can Anyone Be a Leader?

– Some people don’t have what it takes to be a
leader
– Some people are more motivated to lead than
others
• Is Leadership Always Necessary?
– Some people don’t need leaders
– Leaders need to be aware of followers’ needs
Early Leadership Theories
• Trait Theories (1920s–30s)

– Research that focused on identifying personal
characteristics that differentiated leaders from
nonleaders was unsuccessful
– Later research on the leadership process
identified seven traits associated with successful
leadership:
• Drive, the desire to lead, honesty and integrity, self-
confidence, intelligence, job-relevant knowledge, and
extraversion
Exhibit 12.2 Seven Traits Associated
with Leadership
• Drive
• Desire to lead
• Honesty and integrity
• Self-confidence
• Intelligence
• Job-relevant knowledge
• Extraversion
Behavioural Theories
• University of Iowa Studies (Kurt Lewin)

– Identified three leadership styles:
• Autocratic style: centralized authority, low participation
• Democratic style: involvement, high participation, feedback
• Laissez-faire style: hands-off management
– Research findings: mixed results
• No specific style was consistently better for producing
better performance
• Employees were more satisfied under a democratic leader
than an autocratic leader
Behavioural Theories (cont’d)
• Ohio State Studies

– Identified two dimensions of leader behaviour
• Initiating structure: the role of the leader in defining his or
her role and the roles of group members
• Consideration: the leader’s mutual trust and respect for
group members’ ideas and feelings
– Research findings: mixed results
• High-high leaders generally, but not always, achieved high
group task performance and satisfaction
• Evidence indicated that situational factors appeared to
strongly influence leadership effectiveness
• University of Michigan Studies

– Identified two dimensions of leader behaviour
• Employee oriented: emphasizing personal relationships
• Production oriented: emphasizing task accomplishment
– Research findings:
• Leaders who are employee oriented are strongly
associated with high group productivity and high job
satisfaction
Exhibit 12.3 Behavioural Theories of
Leadership
• Managerial Grid
– Appraises leadership styles using two
dimensions:
• Concern for people
• Concern for production
Exhibit 12.4
The
Managerial
Grid
Source: Reprinted by permission of

Harvard Business Review. An exhibit
from “Breakthrough in Organization
Development” by Robert R. Blake,
Jane S. Mouton, Louis B. Barnes, and
Larry E. Greiner, November–
December 1964, p. 136. Copyright ©
1964 by the President and Fellows of
Harvard College. All rights reserved.
Contingency Theories of
Leadership
• The Fiedler Model
– Effective group performance depends upon the match
between the leader’s style of interacting with
followers and the degree to which the situation allows
the leader to control and influence
– Assumptions:
• Different situations require different leadership styles
• Leaders do not readily change leadership styles
– Matching the leader to the situation or changing the situation to
make it favourable to the leader is required
Contingency Theories… (cont’d)
• The Fiedler Model (cont’d)

– Least-preferred co-worker (LPC) questionnaire
• Determines leadership style by measuring responses to 18
pairs of contrasting adjectives
– High score: a relationship-oriented leadership style
– Low score: a task-oriented leadership style
– Situational factors in matching leader to the situation:
• Leader-member relations
• Task structure
• Position power
Exhibit 12.5 Fiedler’s Least-Preferred
Co-worker Questionnaire
Exhibit 12.6 Findings of the
Fiedler Model
Good
Task
Oriented
Relationship
Oriented
Poor
Situation Favourableness: Highly Favourable Moderate Highly Unfavourable
Category I II III IV V VI VII VIII

Leader– Member Good Good Good Good Poor Poor Poor Poor
Relations
Task Structure High High Low Low High High Low Low
Position Power Strong Weak Strong Weak Strong Weak Strong Weak
• Hersey and Blanchard’s Situational Leadership

Theory (SLT)
– Successful leadership is achieved by selecting a
leadership style that matches the level of the
followers’ readiness
• Acceptance: do followers accept or reject a leader?
• Readiness: do followers have the ability and
willingness to accomplish a specific task?
– Leaders must give up control as followers
become more competent

Theory (SLT) (cont’d)
– Creates four specific leadership styles
incorporating Fiedler’s two leadership
dimensions:
• Telling: high task–low relationship leadership
• Selling: high task–high relationship leadership
• Participating: low task–high relationship leadership
• Delegating: low task–low relationship leadership

Theory (SLT) (cont’d)
– Identifies four stages of follower readiness:
• R1: followers are unable and unwilling
• R2: followers are unable but willing
• R3: followers are able but unwilling
• R4: followers are able and willing
Exhibit 12.7 Hersey and Blanchard’s
Situational Leadership Model
High relationship High task and
and low task high relationship
High STYLE OF LEADER
S3 S2 High Moderate Low

S4 S1
R4 R3 R2 R1
Able Able Unable Unable
and and and and
willing unwilling willing unwilling
Low High
Task Behaviour Follower Readiness
Low relationship High task and Source: Reprinted with permission from the Center for Leadership
and low task low relationship Studies. Situational Leadership® is a registered trademark of the Center
for Leadership Studies. Escondido, California. All rights reserved.
• Leader Participation Model (Vroom and

Yetton)
– Leader behaviour must be adjusted to reflect the
task structure
– Suggests appropriate participation level in
decision making
• Leader Participation Model Contingencies:

– Decision significance
– Importance of commitment
– Leader expertise
– Likelihood of commitment
– Group support
– Group expertise
– Team competence
Leadership Styles: Vroom Leader
Participation Model
• Decide
• Consult Individually
• Consult Group
• Facilitate
• Delegate
Exhibit 12.8
H
H – –
H
H
– Decide
Delegate
Time-Driven
Model
H L
L
L – Consult (Group)
L – –
H Facilitate
P H
R H H L
O H
L – Consult (Individually)
B
L L – –
E L
M H Facilitate
H H
S H L
T L
L – Consult (Group)
A
T L – –
E
M H – – – – Decide
E
N H Facilitate
T H
L H L
L –
L – Consult (Individually)
L – –
H – – – Decide
H – H Delegate Source: Adapted from V. Vroom, “Leadership and

L L – – the Decision-Making Process,” Organizational
L Facilitate Dynamics, vol. 28, no. 4 (2000), p. 87.
L – – – – – Decide
• Path-Goal Model
– Leader’s job is to assist his or her followers in
achieving organizational goals
– Leader’s style depends on the situation:
• Directive
• Supportive
• Participative
• Achievement-oriented
Exhibit 12.9 Path-Goal Theory
Environmental
Contingency Factors
• Task Structure
• Formal Authority System
• Work Group
Leader Behaviour Outcomes
• Directive • Performance
• Supportive • Satisfaction
• Participative
• Achievement Oriented
Subordinate
Contingency Factors
• Locus of Control
• Experience
• Perceived Ability
Cutting-Edge Approaches to
Leadership
• Transactional Leadership
– Leaders who guide or motivate their followers in
the direction of established goals by clarifying
role and task requirements
• Transformational Leadership
– Leaders who inspire followers to go beyond their
own self-interests for the good of the
organization
– Leaders who have a profound and extraordinary
effect on their followers
Leadership (cont’d)
• Charismatic Leadership
– An enthusiastic, self-confident leader whose
personality and actions influence people to behave
in certain ways
– Characteristics of charismatic leaders:
• Have a vision
• Are able to articulate the vision
• Are willing to take risks to achieve the vision
• Are sensitive to the environment and to follower needs
• Exhibit behaviours that are out of the ordinary
• Charismatic Leadership (cont’d)
– Effects of Charismatic Leadership
• Increased motivation, greater satisfaction
• More profitable companies
• Charismatic leadership may have a downside:
– After recent ethics scandals, some agreement that CEOs
with less vision, and more ethical and corporate
responsibility, might be more desirable
• Visionary Leadership
– A leader who creates and articulates a realistic,
credible, and attractive vision of the future that
improves upon the present situation
– Visionary leaders have the ability to:
• Explain the vision to others
• Express the vision not just verbally but through
behaviour
• Extend or apply the vision to different leadership
contexts
• Team Leadership Characteristics
– Having patience to share information
– Being able to trust others and to give up authority
– Understanding when to intervene
• Team Leader’s Job
– Managing the team’s external boundary
– Facilitating the team process
• Coaching, facilitating, handling disciplinary problems,
reviewing team and individual performance, training, and
communicating
Exhibit 12.10 Specific Team
Leadership Roles
Liaison with
Coach External
Constituencies
Conflict Team Leader Troubleshooter

Manager Roles
Current Leadership Issues
• Managing Power
– Legitimate power – Expert power
• The power a leader has • The influence a leader
as a result of his or her can exert as a result of
position his or her expertise,
– Coercive power skills, or knowledge
• The power a leader has – Referent power
to punish or control
• The power of a leader
– Reward power that arises because of a
• The power to give person’s desirable
positive benefits or resources or admired
rewards personal traits
Developing Trust
• Credibility (of a Leader)
– The assessment, by a leader’s followers, of the
leader’s honesty, competence, and ability to inspire
• Trust
– The belief of followers and others in the integrity,
character, and ability of a leader
• Dimensions of trust: integrity, competence, consistency,
loyalty, and openness
– Trust is related to increases in job performance,
organizational citizenship behaviours, job
satisfaction, and organization commitment
Tips for Managers:
Suggestions for Building Trust
Practise openness
Be fair
Speak your feelings
Tell the truth
Show consistency
Fulfill your promises
Maintain confidences
Demonstrate competence
Providing Moral Leadership
• Addressess both the moral content of a leader’s

goals and the means used to achieve those
goals
• Ethical leadership is more than being ethical
– Includes reinforcing ethics through
organizational mechanisms
Providing On-line Leadership
• Challenges of On-line Leadership

– Communication
• Choosing the right words, structure, tone, and style for
digital communications
– Performance management
• Defining, facilitating, and encouraging performance
– Trust
• Creating a culture where trust is expected, encouraged,
and required
Empowering Employees
• Empowerment
– Involves increasing the decision-making
discretion of workers
– Why empower employees?
• Quicker responses to problems and faster decisions
• Relieves managers to work on other problems
Empowerment: Cautions
• The following conditions should be met for

empowerment to be introduced:
– Clear definition of company’s values and mission
– Employees have relevant skills
– Employees need to be supported, not criticized,
when performing
– Employees need to be recognized for their efforts
Exhibit 12.11 Selected
Cross-Cultural Leadership Findings
• Korean leaders are expected to be paternalistic toward employees.
• Arab leaders who show kindness or generosity without being asked
to do so are seen by other Arabs as weak.
• Japanese leaders are expected to be humble and speak frequently.
• Scandinavian and Dutch leaders who single out individuals with
public praise are likely to embarrass, not energize, those
individuals.
• Malaysian leaders are expected to show compassion while using
more of an autocratic than a participative style.
• Effective German leaders are characterized by high performance
orientation, low compassion, low self-protection, low team
orientation, high autonomy, and high participation
Cross-Cultural Leadership
• Universal Elements of Effective Leadership

– Vision
– Foresight
– Providing encouragement
– Trustworthiness
– Dynamism
– Positiveness
– Proactiveness
Gender Differences and
Leadership
• Research Findings
– Males and females use different
styles:
• Women tend to adopt a more
democratic or participative style unless
in a male-dominated job
• Women tend to use transformational
leadership
• Men tend to use transactional leadership
Exhibit 12.12 Where Female
Managers Do Better: A Scorecard
None of the five studies set out to find gender differences. They stumbled on them while
compiling and analyzing performance evaluations.
Skill (Each check mark denotes which group MEN WOMEN

scored higher on the respective studies)
Motivating Others
Fostering Communication *
Producing High-Quality Work
Strategic Planning *
Listening to Others
Analyzing Issues *
* In one study, women’s and men’s scores in these categories were statistically even.
Data: Hagberg Consulting Group, Management Research Group, Lawrence A. Pfaff, Personnel
Decisions International Inc., Advanced Teamware Inc.
Source: R. Sharpe, “As Leaders, Women Rule,” BusinessWeek, November 20. 2000, p. 75.

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Chapter 12

• Managers Vs. Leaders

• Contingency Theories of Leadership

• Cutting-edge Approaches to Leadership

• Can Anyone Be a Leader?

• Trait Theories (1920s–30s)

• University of Iowa Studies (Kurt Lewin)

• Ohio State Studies

• University of Michigan Studies

Source: Reprinted by permission of

• The Fiedler Model (cont’d)

Category I II III IV V VI VII VIII

• Hersey and Blanchard’s Situational Leadership

• Hersey and Blanchard’s Situational Leadership

• Hersey and Blanchard’s Situational Leadership

High STYLE OF LEADER

S3 S2 High Moderate Low

• Leader Participation Model (Vroom and

• Leader Participation Model Contingencies:

H – H Delegate Source: Adapted from V. Vroom, “Leadership and

Leader Behaviour Outcomes

Conflict Team Leader Troubleshooter

• Addressess both the moral content of a leader’s

• Challenges of On-line Leadership

• The following conditions should be met for

• Universal Elements of Effective Leadership

Skill (Each check mark denotes which group MEN WOMEN

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