Leadership in
Organizations
Chapter 13
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Learning Objectives
1.
Describe the trait approach to leadership and
identify the characteristics that distinguish
successful leaders from ordinary people.
2.
Distinguish between the two basic forms of leader
behavior: person-oriented behavior and productionoriented behavior, explaining how grid training
helps develop them.
3.
Explain what the leader-member exchange (LMX)
model and the attributional approach to leadership
say about the relationships between leaders and
followers.
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Learning Objectives
4.
Describe the nature of charismatic leadership and
how it compares to transformational leadership.
5.
Summarize what LPC contingency theory and
situational leadership theory say about the
connection between leadership style and situational
variables.
6.
Describe various techniques used to develop
leadership in organizations.
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Leadership
The process whereby one individual
influences other group members toward
the attainment of defined group or
organizational goals
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Leadership Process
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Leaders vs. Managers
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Great Person Theory
 Possess special traits
 Traits responsible for assuming power
and authority positions
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Successful Leader Characteristics
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Leadership Behaviors
Autocratic-Delegation Continuum
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Subordinate Participation Model
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Leadership Behavior Dimensions
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The Managerial Grid
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Leader-Member Exchange Model
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Leading Groups vs. Teams
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Attributional Approach
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Charismatic Leader Qualities
 Self-confidence
 A vision
 Extraordinary behavior
 Recognized as change agent
 Environmental sensitivity
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Charismatic Leader Reactions
 Above-normal performance levels
 High devotion, loyalty, and reverence levels
toward leader
 Enthusiasm for and excitement about leader
and ideas
 Generally, reactions tend to be highly
polarized—either love or hate them
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Transformational Leader
Qualities
 Intellectual stimulation
 Individual consideration
 Inspirational motivation
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Becoming a Transformational Leader
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LPC Contingency Theory
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Situational Leadership Theory
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Path Goal Theory
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Normative Decision Theory
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Normative Decision Theory
Decision Rules
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Normative Decision Theory
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Substitutes for Leadership
 Individual characteristics
 Knowledge
 Commitment
 Experience
 Job characteristics
• Highly routine
• Highly interesting
 Organization characteristics
• Work norms
• Cohesion
• Technology
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Leadership Development
 Networking
 Mentoring
 Job assignments
 Action learning
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Executive Coaching
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