Organization Behavior

Chapter 12 (Stephen P. Robbins)

Presented by, Samreen Khan

Presented to, Dr Ummara Saher
Content
• What is Leadership?
• Importance Of Leadership
• Trait Theory
• Behavioral Theory
• Contingency Theories
• The Fiedler's Model
• Situational Theory
What is Leadership?
Importance of
Leadership

What People said about Leadership?!

1) "Leaders aren't born, they are

made. And they are made just like
anything else, through hard work.
And that's the price we'll have to
pay to achieve that goal, or any
goal".

(Vince Lombardi)
Importance of Leadership, Cont'd
2) "A leader is one who knows the way, goes the way, and shows the way".
(John C. Maxwell)
3) "Everybody can get angry - that's easy. But getting angry at the right person, with
the right intensity, at the right time, for the right reason and in the right way - that's
hard".
(Aristotle)
4) "No man is fit to command another that cannot command himself".
(William Penn)
5) "People ask the difference between a leader and a boss.... The leader works in
the open, and the boss in secret. The leader leads and the boss drives".
(Theodore Roosevelt)
Traits Theories

Theories that Leadership Traits:

consider • • Ambition and energy
personality, social, • • The desire to lead
physical, or • • Honest and integrity
• • Self-confidence
intellectual traits to
• • Intelligence
differentiate leaders • • High self-monitoring
from non-leaders. • • Job-relevant knowledge
Trait Theories of
Leadership

Trait Theories of Leadership focus on the idea that

certain personal traits make someone more likely to be a
leader. These traits help predict:
1. Leadership Emergence: The likelihood of being
recognized as a leader.
2. Leadership Effectiveness: The ability to guide a
team successfully.
Important Traits

• Big Five Traits:

• Extroversion: Social, assertive, and inspirational.
• Conscientiousness: Organized, disciplined, and responsible.
• Openness to Experience: Creative but less strongly linked to leadership success.
• Agreeableness & Emotional Stability: Cooperative and calm, impacting follower
satisfaction.
• Proactive Personality: Proactive leaders take initiative and inspire engagement, especially
in changing environments.
• Dark Triad Traits: Moderate levels of narcissism, Machiavellianism, and psychopathy
can aid tough decision-making but excessive levels can harm leadership.
• Emotional Intelligence (EI): Empathetic leaders who manage emotions well tend to
inspire and engage followers effectively.
Behavioral Theories

• Theories proposing that specific behaviors differentiate leaders from

non- Leaders.
Differences between theories of leadership:

• Trait theory: leadership is inherent, so we must identify the leader

based on his or her traits
• Behavioral theory: leadership is a skill set and can be taught to
anyone, so we must identify the proper behaviors to teach potential
leaders.
Important Behavioral Studies
Behavioral Theories
• Focus: Emphasize what leaders do rather than who they are.
• Core Idea: Leadership can be taught through specific behaviors, unlike trait theories that focus on
inherent qualities.

Ohio State Studies

Identified two dimensions of leader behavior
►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.

Key Insight:
Both behaviors are essential for effective leadership and can be developed through training.
Behavioral theories support that leaders are made, not just born.
Fred Fiedler & Contingency
Theory
• Born in July 1922
• Business & management Psychologist
at the university of Washington
• In 1967, he proposed Fiedler
Contingency Model
Contingency Theory

• Contingency approach to leadership was first developed

comprehensively by Fiedler.
• In this contingency approach model proposes that effective group
performance depends on the proper match between the leader’s
style and the degree to which the situation gives control to the
leader.
Fiedler Model
• Fiedler's Model basically based on three steps:

1. Identifying Leadership style.

2. Define the Situation.
3. Relationship between leader and situation
1. Identifying Leadership Style

Fiedler believes that a key factor in leadership success is the

individual’s basic leadership style and thus he identifies the
two (2) dimension of leadership style.

• Task Oriented. (Focus on efficiency, clear goals, and task completion)

• Human Relationship Oriented. (Focus on building trust, morale, and
team harmony)
Least preferred Co Worker (LPC)
So, Fiedler devised / created a questionnaire
that called Least Prefer co- worker (LPC).
LPC
An instrument that tells whether a person is task oriented
or relationship oriented.
➢ If high LPC then the person is relationship oriented.
➢ If low LPC then the person is task oriented
The LPC score tells you your leadership
focus:
•57 or below: Low LPC – Task-motivated
•58 to 63: Middle LPC – Independent
•64 or above: High LPC – Relationship-
motivated
2. Defining Situation
• After an individual’s basic leadership style has been assessed
through LPC.
• Fiedler identifies Three contingency factors which are the key
situational factors that determine leader’s effectiveness.
1- Leader – member relationship.
2- Task structure
3- position power
3 Relationship between leader and situation
.

After knowing the leadership style through LPC and

defined all the situation, we will choose the leader who will
fit for the situation.
Two ways in which the leader improve effectiveness.
• Change the leader to fit the situation.
• Change the situation to fit the leader
Situational
Leadership Theory
Who proposed it?

• The theory was proposed by-

• Dr. Paul Hersey, author of

"The Situational Leader,"

• Kenneth Blanchard, author

of "One- Minute Manager."
• The situational theory of leadership suggests
that no single leadership style is best.

• Instead, it all depends on the situation at hand

and which type of leadership and strategies are
best-suited to the task.

• According to this theory, the most effective

leaders are those that are able to adapt their style
to the situation
Nature of task, the nature of the group, and
other factors might influence the leadership
style
4
leadership
Styles
Maturity level of Employees
Matching Leadership Style with Maturity Levels

• Low Maturity (M1)-Telling (S1)

• Medium Maturity (M2)—Selling

(S2)

• Medium Maturity (M3)-

Participating (S3)

• High Maturity (M4)-Delegating (S4)

Benefits of Situational Leadership theory

More flexibility as leader can It provides different way to It takes greater consideration
adapt based on the type of solve the problem. to the complexity of dynamic
followers they have. social situations
Leadership and Followers
Shared Leadership Theory

• Leadership Distribution: Roles shared

among proactive, skilled team members.
• Effective In: Teams with a shared
purpose, like medical teams in high-
stress situations.
• Pros: Boosts teamwork, trust, creativity,
and performance.
• Cons: Can cause conflict if power or
priorities differ
Followership
Theory
Leading in Times of
Crisis

• Crisis Leadership: Leaders emerge during crises to

restore order. Example: Angela Merkel during COVID-
19, praised for decisive, evidence-based leadership.

• Gender & Crisis: Women often under-emerge in

peaceful times due to stereotypes but may be chosen
during crises (glass cliff).
Leading in Times of Crisis, Cont'd
• Leadership Styles:
Transactional Leadership: Involves strategizing and planning.
Charismatic Leadership: Effective in crises, fostering strong emotional
connections.
• Emotions Matter: Leaders who show emotion (accepting responsibility,
expressing sadness) are seen more positively.
• Long-Term Impact: Charismatic leadership can reduce turnover and strengthen
loyalty after crises.