assistance needed b

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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Chapter Learning Objectives After studying this chapter you should be able to:

13–3

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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

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.

13–4

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permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.

FIGURE 13.1 The Leader-Member Exchange (LMX) Model

13–6

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permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.

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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permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.

FIGURE 13.2 The Hersey and Blanchard Theory of Leadership

13–8

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permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.

Leadership Through the Eyes of Followers

Approaches to Leadership

Transformational

Leadership

Charismatic

Leadership

Attributions of

Leadership

13–9

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permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.

Leaders as Followers See Them

Transformational

Leadership

The set of abilities that allows the leader to

recognize the need for change, to create a

vision to guide that change, and to execute the

change effectively.

Charismatic

Leadership

Charisma is a personal characteristic of the

leader which inspires support and acceptance.

Leadership is based on leader’s personal

charisma.

Attribution

Perspective of

Leadership

Holds that when behaviors are observed in a

context associated with leadership, others may

attribute varying levels of leadership ability or

power to the person displaying those behaviors.

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permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.

FIGURE 13.3 The Charismatic Leader

13–11

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Alternatives to Leadership

Alternatives to

Leadership

Leadership

Substitutes

Leadership

Neutralizers

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Table 13.1 Substitutes and Neutralizers for Leadership

13–13

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permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.

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

13–14

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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

International Leadership

and Project GLOBE

13–15

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Charismatic/

value-based

leadership

Participative

leadership

Team-oriented

leadership

Humane-oriented

leadership

Autonomous

leadership

Self-protective

leadership

International

Leadership

Behaviors

13–16

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Emerging Issues in Leadership

Leadership Issues

Strategic

Leadership

Ethical

Leadership

Virtual

Leadership

13–17

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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

13–18

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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

13–19

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permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.

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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• 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 !!!)

Organizational Behavior in Action