Chapter 12

Leadership

Chapter 12, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc. 1
 Exhibit 12.1 Distinguishing
Managership from Leadership

Chapter 12, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc. 2
 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

Chapter 12, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc. 3
 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:
1. Drive
2. desire to lead
3. honesty and integrity
4. self-confidence
5. Intelligence
6. job-relevant knowledge
7. extraversion

Chapter 12, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc. 4
 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
Chapter 12, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc. 5
 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
• University of Michigan Studies
– Identified two dimensions of leader behaviour
• Employee oriented: emphasizing personal relationships
• Production oriented: emphasizing task accomplishment
Chapter 12, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc. 6
 Behavioural Theories (cont’d)

• Managerial Grid
– Appraises leadership styles using two
dimensions:
• Concern for people
• Concern for production

Chapter 12, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc. 7
Exhibit 12.4
The
Managerial
Grid
Concern for
People
vs.
Concern for
Production
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.

Chapter 12, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc. 8
 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

Chapter 12, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc. 9
 Contingency Theories… (cont’d)

• 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
Chapter 12, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc. 10
 Contingency Theories… (cont’d)

• Hersey and Blanchard’s Situational Leadership

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

Chapter 12, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc. 11
 Contingency Theories… (cont’d)

• Hersey and Blanchard’s Situational 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

Chapter 12, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc. 12
 Contingency Theories… (cont’d)

• Leader Participation Model (Vroom and

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

Chapter 12, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc. 13
 Contingency Theories… (cont’d)

• Leader Participation Model Contingencies:

– Decision significance
– Importance of commitment
– Leader expertise
– Likelihood of commitment
– Group support
– Group expertise
– Team competence

Chapter 12, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc. 14
Leadership Styles: Vroom Leader
Participation Model
• Decide
• Consult Individually
• Consult Group
• Facilitate
• Delegate

Chapter 12, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc. 15
 Contingency Theories… (cont’d)

• 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

Chapter 12, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc. 16
 Cutting-Edge Approaches to Leadership
Transactional, Transformational, Charismatic, and Visionary

• 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
Chapter 12, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc. 17
 Cutting-Edge Approaches to Leadership
Transactional, Transformational, Charismatic, and Visionary

• 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
Chapter 12, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc. 18
 Cutting-Edge Approaches to Leadership
Transactional, Transformational, Charismatic, and Visionary

• 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

Chapter 12, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc. 19
 Cutting-Edge Approaches to Leadership
Transactional, Transformational, Charismatic, and Visionary

• 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
Chapter 12, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc. 20
 Exhibit 12.10 Specific Roles of
Team Leadership

Liaison with
Coach External
Constituencies

Conflict Team Leader Troubleshooter

Manager Roles

Chapter 12, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc. 21
 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

Chapter 12, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc. 22
 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
Chapter 12, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc. 23
 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

Chapter 12, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc. 24
 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

Chapter 12, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc. 25
 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

Chapter 12, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc. 26
 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

Chapter 12, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc. 27
 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

Chapter 12, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc. 28
 Cross-Cultural Leadership

• Universal Elements of Effective Leadership

– Vision
– Foresight
– Providing encouragement
– Trustworthiness
– Dynamism
– Positiveness
– Proactiveness

Chapter 12, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc. 29
 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

Chapter 12, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc. 30
 Exhibit 12.12 Where Female
Managers Do Better: A Scorecard
ofNone
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.

Chapter 12, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc. 31