riggio_ppt_ch12

7/23/2019 riggio_ppt_ch12

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CHAPTER 12

Leadership

Introduction to

Industrial/Organizational

Psychology by Ronald E. Riggio


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What is Leadership?

Leadershipis the ability to guide a

group toward the achievee!t o"

goals#

Leaders ca! be "orally recog!i$ed

by the orga!i$atio!% or i!dividuals ca!

eerge as i!"oral leaders withi!

wor& groups because they have soecharacteristic that the group ebers

value#


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'!iversalist Theories o" Leadership

Universalist theoriesloo& "or the

a(or characteristics coo! to all

e""ective leaders#

Great man/woman theoryai!tai!s

that great leaders are bor!% !ot ade#

Trait theoryattepts to discover the

traits shared by all e""ective leaders#Traitsare e!duri!g attributes

associated with a! i!dividual)s

perso!ality or a&eup#


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'!iversalist Theories o" Leadership

Research i!dicates that e*traversio!%co!scie!tious!ess% ope!!ess toe*perie!ce% agreeable!ess% a!d eotio!alstability% i! cobi!atio!% are associatedwith e""ective leadership +,o!o a!d -udge%2../0#

Possessio! o" "le*ibility% charisa% a!dsocial i!tellige!ce are also iporta!t "or

leadership +Riggio% 130#The a(or proble with the origi!al trait

approach is that it was too ge!eral#


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,ehavioral Theories o" Leadership

Behavioral leadership theories+derived "ro

4hio 5tate a!d '!iversity o" 6ichiga! studies0

"ocus o! the behaviors coo! to e""ective

leaders#

The Ohio State Leadership Studies

ide!ti"ied two iporta!t leader behaviors7

8 Initiating structure+de"i!i!g% orga!i$i!g%

structuri!g the wor& situatio!0#

8 Consideration+showi!g co!cer! "or

"eeli!gs a!d !eeds o" "ollowers0#


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,ehavioral Theories o" Leadership

The University of ichigan

Leadership Studiesalso ide!ti"ied

two iporta!t leader behaviors#

8 9!tas!"orientated #ehaviors% leaderbehaviors "ocused o! the wor& tas

8 9! relationship"oriented #ehaviors%

leader behaviors "ocused o!

ai!tai!i!g i!terperso!al relatio!ships

o! the (ob#

,oth types o" behaviors have bee!

li!&ed to e""ective leadership#


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Co!ti!ge!cy Theories o" Leadership

$iedler%s contingency model

ai!tai!s that e""ective leadership

depe!ds o! a atch betwee! the

leader)s style a!d the degree to whichthe wor& situatio! gives co!trol a!d

i!"lue!ce to the leader#

Accordi!g to :iedler% leaders ay bepriarily tas&;orie!ted% or priarily

relatio!ship;orie!ted#


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To assess leaders) tas& or relatio!ship

orie!tatio!% leaders use the Least

&referred Cowor!er 'L&C(scale to

rate their ost di""icult "ollower#8 Perso!s who give their least pre"erred

cowor&ers very harsh rati!gs +low LPC

scores0 are tas&;orie!ted leaders#

8 Perso!s who rate their least pre"erredcowor&er soewhat le!ie!tly +higher LPC

scores0 are co!sidered to be relatio!ship;

orie!ted#


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9! :iedler)s odel% to assess the wor&

situatio!% three variables are

e*ai!ed#

8 Leader"mem#er relationsre"ers to the


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Accordi!g to :iedler% tas&;orie!ted leaders

are success"ul i! very u!"avorable situatio!s

+where leader;eber relatio!s are poor% the

tas& is u!structured% a!d the leader has

wea& positio! power0 because o" their ta&e;

charge style#

Tas&;orie!ted leaders are also e""ective i!

very "avorable situatio!s because they

e!courage high productivity#Relatio!ship;orie!ted leaders are ost

e""ective whe! their situatio!al co!trol a!d

i!"lue!ce are !either very high !or low#


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The path"goal theorystates that a leader)s(ob is to help the wor& group achieve theirdesired goals% usi!g o!e o" "our categorieso" behavior#

8 )irective #ehaviorprovides i!structio!s a!dsuggestio!s "or (ob per"ora!ce#

8 *chievement"oriented #ehaviorco!ce!trates o! particular wor& outcoes#

8 Supportive #ehaviorshows co!cer! "orwor&ers) well;bei!g#

8 &articipative #ehaviore!courages ebersto assue active roles i! pla!!i!g a!ddecisio! a&i!g#


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The )ecision"ma!ing modelis a

theory that atches characteristics o"

the situatio! with leader decisio!;

a&i!g strategies#The theory provides di""ere!t decisio!;

a&i!g strategies#

The theory predicts proper leaderbehavior i! a&i!g decisio!s a!d

gives =prescriptio!s> "or the decisio!

a&er to "ollow#


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The leader"mem#er e+change model

asserts that e""ective leadership is

deteri!ed by the


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Charisatic a!d Tra!s"oratio!al

Leadership Theories

Charismatic leadership theorystates thatleaders possess soe e*ceptio!alcharacteristics that cause "ollowers to beloyal a!d i!spired#Charisatic leaders cou!icate shared

group goals a!d co!vey co!"ide!ce i! theirow! abilities a!d those o" "ollowers#

Charisatic leaders are ost e""ective whe!

goals are u!clear a!d situatio!al co!ditio!sare u!stable#5oe researchers suggest that charisatic

leaders possess e*ceptio!ally high;


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Charisatic a!d Tra!s"oratio!al

Leadership Theories

Transformational leadership "ocuses o!the leader)s ability to provide shared valuesa!d a visio! "or the "uture o" the wor& group#

There are "our copo!e!ts o"tra!s"oratio!al leadership#8 Idealized influence7 the tra!s"oratio!al

leader is a positive role odel#8 Inspirational motivation7 the leader i!spires

"ollowers by providi!g a copelli!g visio! o" apositive "uture#

8 Intellectual stimulation7 "ollowers) curiositya!d creativity are stiulated a!d challe!ged#

8 Individualized consideration7 the leader paysperso!al atte!tio! to each eber)s !eeds

a!d co!cer!s#


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Applicatio!s o" Leadership Theories

Leadership trainingca! "ollow two

ge!eral approaches#

Teachi!g leaders diag!ostic s&ills "or

assessi!g situatio!s to deteri!e

types o" leader behaviors that wor&

best#

Teachi!g leaders speci"ic s&ills orbehaviors that they lac

A cobi!atio! o" both approaches is

li&ely to be ost e""ective#


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Applicatio!s o" Leadership Theories

Research i! redesig!i!g (obs i!dicates thatleaders ay be u!!ecessary i! certai!i!sta!ces% leadi!g to a search "or=substitutes "or leadership># This applies to7 -ob e!riche!t groups#@roups where all ebers have e

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