ORGANIZATIONAL BEHAVIOR

S T E P H E N P. R O B B I N S
WWW.PRENHALL.COM/ROBBINS
T E N T H

2003 Prentice Hall Inc. All rights reserved.

E D I T I O N

PowerPoint Presentation by Charlie Cook

OBJECTIVES
LEARNING

AFTER STUDYING THIS CHAPTER,

YOU SHOULD BE ABLE TO:
1. Contrast leadership and management.
2. Summarize the conclusions of trait theories.
3. Identify the limitations of behavioral theories.
4. Describe Fiedlers contingency model.
5. Explain Hersey and Blanchards situational
theory.
6. Summarize leader-member exchange theory.

2003 Prentice Hall Inc. All rights reserved.

112

7. Describe the path-goal theory.

8. Identify the situational variables in the leaderparticipation model.

LEARNING

O B J E C T I V E S (contd)

AFTER STUDYING THIS CHAPTER,

YOU SHOULD BE ABLE TO:

2003 Prentice Hall Inc. All rights reserved.

113

What Is Leadership?

2003 Prentice Hall Inc. All rights reserved.

114

Trait Theories

Leadership Traits:
Ambition and energy
The desire to lead

Honesty and
integrity
Self-confidence

Intelligence
Job-relevant
knowledge
2003 Prentice Hall Inc. All rights reserved.

115

Trait Theories
Limitations:
No universal traits that predict leadership
in all situations.
Traits predict behavior better in weak
than strong situations.
Unclear evidence of the cause and effect
of relationship of leadership and traits.
Better predictor of the appearance of
leadership than distinguishing effective
and ineffective leaders.
2003 Prentice Hall Inc. All rights reserved.

116

Behavioral Theories

Trait theory:
Leaders are born, not made.
Behavioral theory:
Leadership traits can be taught.

2003 Prentice Hall Inc. All rights reserved.

117

Ohio State Studies

2003 Prentice Hall Inc. All rights reserved.

118

University of Michigan Studies

2003 Prentice Hall Inc. All rights reserved.

119

The
Managerial
Grid

EXHIBIT
2003 Prentice Hall Inc. All rights reserved.

11-1
1110

Scandinavian Studies

2003 Prentice Hall Inc. All rights reserved.

1111

Contingency Theories: Fiedlers Model

2003 Prentice Hall Inc. All rights reserved.

1112

Fiedlers Model: Defining the Situation

2003 Prentice Hall Inc. All rights reserved.

1113

Findings from Fiedler Model

EXHIBIT
2003 Prentice Hall Inc. All rights reserved.

11-2
1114

Cognitive Resource Theory

Research Support:
Less intelligent individuals
perform better in leadership
roles under high stress than
do more intelligent
individuals.
Less experienced people
perform better in leadership
roles under low stress than
do more experienced
people.
2003 Prentice Hall Inc. All rights reserved.

1115

Hersey and Blanchards Situational Leadership

Theory

Leader: decreasing need for support and supervision

2003 Prentice Hall Inc. All rights reserved.

1116

LeaderMember Exchange Theory

2003 Prentice Hall Inc. All rights reserved.

1117

Leader-Member Exchange Theory

EXHIBIT
2003 Prentice Hall Inc. All rights reserved.

11-3
1118

Path-Goal Theory

2003 Prentice Hall Inc. All rights reserved.

1119

The Path-Goal Theory

EXHIBIT
2003 Prentice Hall Inc. All rights reserved.

11-4
1120

Leader-Participation Model

2003 Prentice Hall Inc. All rights reserved.

1121

Contingency Variables in the Revised

Leader-Participation Model

EXHIBIT
2003 Prentice Hall Inc. All rights reserved.

11-5
1122