ORGANIZATIONAL BEHAVIOR

Leadership
Summarize the Conclusions of Trait Theories of
Leadership
• Leadership is the ability to influence a
group toward the achievement of a
vision or set of goals.
• Not all leaders are managers, nor
are all managers leaders.
• Nonsanctioned leadership is often as
important or more important than
formal influence.
Summarize the Conclusions of Trait Theories of
Leadership
• Trait theories of leadership focus on
personal qualities and characteristics.
• The search for personality, social,
physical, or intellectual attributes
that differentiate leaders from
non-leaders goes back to the
earliest stages of leadership
research.
Summarize the Conclusions of Trait Theories of
Leadership
• A comprehensive review of the
leadership literature, when organized
around the Big Five, has found
extraversion to be the most
predictive trait of effective leaders,
but it is more strongly related to the
way leaders emerge than to their
effectiveness.
Summarize the Conclusions of Trait Theories of
Leadership
• Unlike agreeableness and
emotional stability,
conscientiousness and openness
to experience also showed
strong relationships to
leadership, though not quite as
strong as extraversion.
Summarize the Conclusions of Trait Theories of
Leadership
• Good leaders who like being around
people:
– Are able to assert themselves
(extraverted).
– Are disciplined and able to keep
commitments they make
(conscientious).
– Have an apparent advantage
when it comes to leadership.
Summarize the Conclusions of Trait Theories of
Leadership
• Another trait that may indicate
effective leadership is emotional
intelligence.
– A core component of EI is
empathy.
• People high in EI are more likely to
emerge as leaders, even after taking
cognitive ability and personality into
account.
Summarize the Conclusions of Trait Theories of
Leadership
• Two conclusions:
• Traits can predict leadership.
• Traits do a better job predicting
the emergence of leaders than
they do at distinguishing between
effective and ineffective leaders.
Central Tenets and Main Limitations of
Behavioral Theories
• Behavioral theories of leadership
imply we can train people to be
leaders.
• Ohio State Studies found two
behaviors that accounted for most
leadership behavior:
• Initiating structure
• Consideration
Central Tenets and Main Limitations of
Behavioral Theories
• Initiating structure is the extent to
which a leader defines and structures
his or her role and those of
subordinates to facilitate goal
attainment.
• It includes behavior that attempts to
organize work, work relationships, and
goals.
Central Tenets and Main Limitations of
Behavioral Theories
• Consideration is the extent to which a
leader has job relationships that are
characterized by mutual trust, respect
for employees’ ideas, and regard for
their feelings.
Central Tenets and Main Limitations of
Behavioral Theories
• The GLOBE study suggests there are
international differences in
preference for initiating structure and
consideration.
• Found that leaders high in
consideration would succeed best
in where cultures did not favor
unilateral decision making.
Central Tenets and Main Limitations of
Behavioral Theories
• Summary of Trait Theories and
Behavioral Theories
• Leaders who have certain traits
and who display culturally
appropriate consideration and
structuring behaviors do appear
to be more effective.
• Traits and behaviors do not
guarantee success.
• Context matters too.
Contrast Contingency Theories of Leadership
• The Fiedler contingency model:
effective group performance depends
upon the proper match between the
leader’s style of interacting with
subordinates and the degree to which
the situation gives control to the
leader.
• The least preferred coworker
(LPC) questionnaire:
▪ Task- or relationship-oriented.
▪ Assumes leadership style is
fixed.
Contrast Contingency Theories of Leadership
• Defining the Situation
• Contingency dimensions:
• Leader-member relations
• Task structure
• Position power Leader-
Task Position
member
structure power
relations
Contrast Contingency Theories of Leadership
• Defining the Situation
• Contingency dimensions:
• Leader-member relations: the
degree of confidence, trust,
and respect members have in
their leader.
Contrast Contingency Theories of Leadership
• Defining the Situation
• Contingency dimensions:
• Task structure: the degree to
which the job assignments are
procedural.
Contrast Contingency Theories of Leadership
• Defining the Situation
• Contingency dimensions:
• Position power: the degree of
influence a leader has over
power variables such as hiring,
firing, discipline, promotions,
and salary increases.
Contrast Contingency Theories of Leadership
Exhibit 13-1 Findings from the Fiedler Model
Contrast Contingency Theories of Leadership
• Situational leadership theory (SLT) is
a contingency theory that focuses on
the followers.
– Successful leadership is achieved
by selecting the right leadership
style, which is contingent on the
level of the followers’ readiness.
Contrast Contingency Theories of Leadership
• Path-goal theory:
• Contingency model of leadership
that extracts key elements from
the Ohio State leadership
research on initiating structure
and consideration and the
expectancy theory of motivation.
• Derived from belief that effective
leaders clarify the path to help
followers achieve work goals.
Contrast Contingency Theories of Leadership
• The leader-participation model
relates leadership behavior and
participation in decision making.
• Leader behavior must adjust to
reflect the task structure.
Contrast Contingency Theories of Leadership
OB POLL How Are You Developing Your Leadership Skills

Note: Survey of 700 respondents.

Source: Based on J. Brox, “The Results Are In: How Do You Ensure You’re Constantly Developing as a Leader?” May 14, 2013,
http://www.refreshleadership.com/index.php/2013/05/results-ensure-youre-constantly-developing-leader/#more-4732.
Contemporary Theories of Leadership
Exhibit 13-2 Leader–Member Exchange Theory from
Contemporary Theories of Leadership
Exhibit 13-3 Key Characteristics of a Charismatic Leader

1. Vision and articulation. Has a vision—expressed as an idealized goal—that proposes

a future better than the status quo; able to clarify the importance of the vision in
terms that are understandable to others.
2. Personal risk. Willing to take on high personal risk, incur high costs, and engage in
self-sacrifice to achieve the vision.
3. Sensitivity to follower needs. Perceptive of others’ abilities and responsive to their
needs and feelings.
4. Unconventional behavior. Engages in behaviors that are perceived as novel and
counter to norms.

Source: Based on J. A. Conger and R. N. Kanungo, Charismatic Leadership in Organizations (Thousand Oaks, CA: Sage, 1998), 94.
Contemporary Theories of Leadership
• Are Charismatic Leaders Born or
Made?
• Some individuals are born with
charismatic traits, others are
trained to exhibit charismatic
behaviors.
• Develop the aura of charisma.
• Use your passion to generate
enthusiasm.
Contemporary Theories of Leadership
• Are Charismatic Leaders Born or
Made?
• Speak in an animated
voice, reinforce your
message with eye contact
and facial expressions, and
gesture for emphasis.
• Bring out the potential in
followers by tapping into
their emotions and create
a bond that inspires them.
Contemporary Theories of Leadership
• How Charismatic Leaders Influence
Followers
• Articulating an appealing vision.
• Developing a vision statement.
• Establishing a new set of values.
• Conveying courage and conviction
about the vision.
Contemporary Theories of Leadership
• Does Effective Charismatic Leadership
Depend on the Situation?
• People are especially receptive
when they sense a crisis or when
they are under stress.
Contemporary Theories of Leadership
• The Dark Side of Charismatic
Leadership
• Many leaders don’t necessarily
act in the best interest of their
companies.
• Many have allowed their
personal goals to override the
goals of the organization.
• Individuals who are narcissistic
are also higher in some
behaviors associated with
charismatic leadership.
Contemporary Theories of Leadership
Exhibit 13-4 Characteristics of Transactional and Transformational Leaders

Transactional Leader
Contingent Reward: Contracts exchange of rewards for effort, promises rewards for good performance, recognizes
accomplishments.
Management by Exception (active): Watches and searches for deviations from rules and standards, takes corrective action.

Management by Exception (passive): Intervenes only if standards are not met.

Laissez-Faire: Abdicates responsibilities, avoids making decisions.
Transformational Leader
Idealized Influence: Provides vision and sense of mission, instills pride, gains respect and trust.
Inspirational Motivation: Communicates high expectations, uses symbols to focus efforts, expresses important purposes in simple
ways.
Intellectual Stimulation: Promotes intelligence, rationality, and careful problem solving.
Individualized Consideration: Gives personal attention, treats each employee individually, coaches, advises.

Sources: Based on B. M. Bass, Leadership and Performance Beyond Expectations (New York, NY: Free Press, 1990); and T. A. Judge
and R. F. Piccolo, “Transformational and Transactional Leadership: A Meta-Analytic Test of Their Relative Validity,” Journal of
Applied Psychology 89, no. 5 (2004): 755–68.
Contemporary Theories of Leadership (8 of 12)
Exhibit 13-5 Full Range of
Leadership Model
Contemporary Theories of Leadership
• How Transformational Leadership
Works
• Creativity – theirs and others.
• Decentralization of responsibility.
• Propensity to take risks.
• Compensation is geared toward
long-term results.
• Greater agreement among top
managers about the
organization’s goals.
Contemporary Theories of Leadership
• Evaluation of Transformational
Leadership
• Transformational leadership has
been supported at diverse job
levels and occupations, but it isn’t
effective in all situations.
• It has a greater impact on the
bottom line in smaller,
privately-held firms than in
more complex organizations.
Contemporary Theories of Leadership
• Transformational versus Transactional
Leadership
– Transformational leadership is
more strongly correlated with a
variety of workplace outcomes.
Contemporary Theories of Leadership
• Transformational versus Charismatic
Leadership
• Charismatic leadership places
more emphasis on the way
leaders communicate – are they
passionate and dynamic?
• Transformational leadership
focuses more on what they are
communicating – is it a
compelling vision?
• Both focus on the leader’s ability
to inspire followers.
Role of Leaders in Creating Ethical
Organizations
• Authentic Leadership
• Authentic leaders:
• Know who they are.
• Know what they believe in and
value.
• Act on those values and beliefs
openly and candidly.
• The result: people come to have
faith in them.
Role of Leaders in Creating Ethical
Organizations
• Ethical Leadership
• Ethics touches on leadership at a
number of junctures.
• Efforts have been made to
combine ethical and charismatic
leadership into an idea of
socialized charismatic leadership
– leadership that conveys other-
centered values by leaders who
model ethical conduct.
Role of Leaders in Creating Ethical
Organizations
• Abusive Supervision
• Refers to the perception that a
supervisor is hostile in their verbal
and nonverbal behavior.
• Negatively affects health,
leads to increased
depression, emotional
exhaustion, and job tension
perceptions.
Role of Leaders in Creating Ethical
Organizations
• Abusive Supervision
• Leads to decreases in
organizational commitment,
job satisfaction, and
perceived organizational
support along with increased
work-family conflict.
• Can adversely affect
employee performance and
other employee behaviors.
Role of Leaders in Creating Ethical
Organizations
• Servant Leadership
• Servant leaders go beyond their
self-interest and instead focus on
opportunities to help followers
grow and develop.
• Characteristic behaviors include
listening, empathizing,
persuading, accepting
stewardship, and actively
developing followers’ potential.
Positive Leadership
• Trust and Leadership
• Trust: a psychological state that
exists when you agree to make
yourself vulnerable to another
because you have positive
expectations about how things
are going to turn out.
• A primary attribute associated
with leadership.
• When trust is broken, it can
have serious adverse effects
on a group’s performance.
Positive Leadership
Exhibit 13-6 The Nature of Trust
Positive Leadership
• Trust propensity
• Trust and Culture
• The Role of Time
• Regaining Trust
Positive Leadership
Exhibit 13-7 Career and Psychological Functions of the Mentoring
Relationship

Career Functions Psychosocial Functions

• Lobbying to get the protégé challenging and visible • Counseling the protégé to bolster his or her self-
assignments confidence
• Coaching the protégé to help develop his or her • Sharing personal experiences with the protégé
skills and achieve work objectives
• Providing exposure to influential individuals within • Providing friendship and acceptance
the organization
• Protecting the protégé from possible risks to his or • Acting as a role model
her reputation
• Sponsoring the protégé by nominating him or her Blank
for potential advances or promotions
• Acting as a sounding board for ideas the protégé Blank
might be hesitant to share with a direct supervisor
Challenges to our Understanding of Leadership

• Much of an organization’s success or

failure is due to factors outside the
influence of leadership.
• In many cases, success or failure is
just a matter of being in the right
or wrong place at a given time.
• The attribution theory of leadership
says leadership is merely an
attribution people make about other
individuals.
Challenges to our Understanding of
Leadership
Exhibit 13-8 Substitutes for and Neutralizers of Leadership
Defining Characteristics Relationship-Oriented Leadership Task-Oriented Leadership
Individual Blank Blank
Experience/training No effect on Substitutes for
Professionalism Substitutes for Substitutes for
Indifference to rewards Neutralizes Neutralizes
Job Blank Blank
Highly structured task No effect on Substitutes for
Provides its own feedback No effect on Substitutes for
Intrinsically satisfying Substitutes for Neutralizes
Organization Blank Blank
Explicit formalized goals No effect on Substitutes for
Rigid rules and procedures No effect on Substitutes for
Cohesive work groups Substitutes for Substitutes for

Source: Based on K. B. Lowe and W. L. Gardner, “Ten Years of the Leadership Quarterly: Contributions and Challenges for the
Future,” Leadership Quarterly 11, no. 4 (2000): 459–514.
Challenges to our Understanding of Leadership
• Selecting Leaders
• Identifying effective leaders:
• Review specific requirements
for the position.
• Consider personality tests to
identify leadership traits.
• Situation-specific experience is
relevant.
• Plan for a change in leadership.
Challenges to our Understanding of Leadership
• Training Leaders
– Leadership training is likely to be
more successful with high self-
monitors.
– Teach implementation skills.
– Teach trust building, mentoring, and
situational-analysis.
– Behavioral training through modeling
exercises can increase an individual’s
charismatic leadership qualities.
– Review leadership after key
organizational events.
– Train in transformational leadership
skills.
Implications for Managers (1 of 2)

• For maximum leadership effectiveness, ensure that your preferences on the

initiating structure and consideration dimensions are a match for your work
dynamics and culture.
• Hire candidates who exhibit transformational leadership qualities and who have
demonstrated success in working through others to meet a long-term vision.
Personality tests can reveal candidates higher in extraversion, conscientiousness,
and openness, which may indicate leadership readiness.
Implications for Managers (2 of 2)
• Hire candidates whom you believe are ethical and trustworthy
for management roles and train current managers in your
organization’s ethical standards to increase leadership
effectiveness and reduce abusive supervision.
• Seek to develop trusting relationships with followers, because,
as organizations have become less stable and predictable,
strong bonds of trust are replacing bureaucratic rules in
defining expectations and relationships.
• Consider investing in leadership training such as formal
courses, workshops, and mentoring.
Sources

• Robbins S.P. & Judge, T. A. (2019). Organizational Behavior, 18th Edition, Global
Edition, Pearson: United Kingdom.
• Mutlucan, Nigar Çağla. (2019). Örnek Olaylarla Örgütsel Davranış. Beta Yayınları.
 Teşekkür ederiz.

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