Because learning changes everything.

CHAPTER 13
Leadership Effectiveness

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No reproduction or further distribution permitted without the prior written consent of McGraw Hill.
 After reading this chapter you
should be able to

13.1 Describe how an integrated model of leadership helps

you become an effective leader.
13.2 Explain how trait theories can improve your leadership
skills.
13.3 Describe four categories of leadership behaviors.
13.4 Describe two theories of contingency leadership.
13.5 Describe how to use transformational leadership to
work with others.
13.6 Compare more recent approaches to leadership theory.
13.7 Describe the implications of chapter content for you
and managers.

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 Leadership and Leader Effectiveness

Leadership. Effective leadership.

• A process whereby an • To be effective requires a
individual influences a mix of traits,
group of individuals to competencies, and
achieve a common goal. interpersonal attributes.
• From contingency theory
we know effective leaders
match their choice of
behavior to the situational
context.

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 Figure 13.2 An Integrated Model of Leadership

Access the text alternate for slide image.

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 Leading Versus Managing

Leaders: Managers:
• Inspire. • Implement
• Influence. • Plan
• Create the vision and • Organize
strategic plan. • Control

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 Test Your OB Knowledge 1

Javier is a leader in his organization. Javier most

likely engages in all of the following activities
EXCEPT:
A. proposing a vision for the organization.
B. getting employees excited and engaged in the
process to meet sales goals.
C. providing support for an employee dealing with
the death of a family member.
D. using effective managerial skills.
E. planning the production schedule for the month.

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 Leadership Effectiveness: Traits and Interpersonal
Attributes 1

What is the trait approach?

• Attempts to identify personality characteristics or
interpersonal attributes that can be used to differentiate
leaders from followers.
Early research identified:
• Intelligence.
• Dominance.
• Self-confidence.
• Level of energy and activity.
• Task-relevant knowledge.

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 Leadership Effectiveness: Traits and Interpersonal
Attributes (2 of 2)

Researchers have long sought to identify a set of

traits to differentiate leaders from followers.
The results have largely been mixed; we now know
the following traits and attributes have a small but
positive association with effective leader
emergence.
• Intelligence and emotional intelligence.
• Communication skills.
• The Big 5: conscientiousness; open to experience;
emotional stability; extroversion; and agreeableness.

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 Leadership Effectiveness: The Dark-Side Traits

Research has also shown that individuals who

possess certain dark traits are more likely to
emerge as leaders.
These traits, however, are negatively associated
with leadership effectiveness.
1. Narcissism.
• Self-centered, strong drive for personal power.
• More charismatic and passionate yet more likely to promote counterproductive
behaviors from others.
2. Machiavellianism.
• Entails the use of manipulation, puts results ahead of principles.
• Linked to counterproductive behaviors.

3. Pyschopathy.
• Lack of concern for others.
• Lack of remorse or guilt.
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 Leadership and Gender

Male leaders: Female leaders:

• More task-oriented • More relationship-oriented
behaviors. behaviors
• Autocratic, directive style. • Democratic or
• More likely to view participative style
themselves as effective. • Viewed as being more
effective by peers,
managers, direct reports
• Viewed as more
cohesive, cooperative,
learning-oriented

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 Leadership Effectiveness 1

Perceptions matter.
• Implicit leadership theory is based on the idea that people
have beliefs about how leaders should behave and what
they should do for their followers.

These beliefs are summarized in a leadership

prototype.
• A mental representation of the traits and behaviors that
people believe are possessed by leaders.

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 Leadership Effectiveness (2 of 2)

What are the takeaways from trait theory?

• Leadership traits are linked to leadership emergence.
• Positive traits should be cultivated and “dark-side” traits
avoided.
• It is important to develop a global mind-set.

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 Test Your OB Knowledge 2

The leader at Joe’s organization believes that all

organizations overstate their expenses in order to
pay less income tax. What trait is this leader
exhibiting?
A. Psychopathy.
B. Machiavellianism.
C. Extraversion.
D. Criminal intent.
E. Narcissism.

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 Behavioral Styles Approach to Leadership
Effectiveness

Uses four 1. Task-oriented

categorizes of
2. Relationship-oriented
unique behaviors
displayed by 3. Passive
effective leaders.
4. Transformational

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 Task-Oriented Behaviors

Primary purpose—ensure that people, equipment,

and other resources are used in an efficient way.

Transactional Initiating Structure:

Leadership: • Organizes group
• Focuses on clarifying roles behavior to maximize
and requirements. productivity
• Uses contingent rewards and • Moderately strong
punishments.
positive relationship
with leader
effectiveness
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 Relationship-Orientated Behaviors (1 of 2)

Primary purpose is to enhance employees’ skills

and to create positive work relationships.

Empowerment: Consideration:
• Creates perceptions of • Creating mutual respect or
psychological trust and focusing on a
concern for group
empowerment in others.
members’ needs and
• Reflects employees’ beliefs desires
that they have control over • Promotes social
their work. interaction

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 Relationship-Oriented Behaviors 2

Servant leadership: Ethical leadership:

Service to others over service to
oneself. • Focus is on being a moral role
Servant leaders possess several model.
key characteristics: • Positive relationship to job
• Listening. satisfaction, organizational
• Empathy. commitment, organizational
• Healing. citizenship behaviors,
motivation and performance.
• Awareness.
• Persuasion. • Lower levels of job stress,
counterproductive work
• Conceptualization.
behaviors, and turnover.
• Foresight.
• Stewardship.
• Development of people.
• Community building.

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 Abusive Supervision

The sustained display of hostile verbal and

nonverbal behavior by managers.
Examples:
• Telling employees that their ideas are stupid.
• Criticizing employees in front of colleagues and other
managers.
• Reminding of past errors and missteps.
• Silent treatment.

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 Eliminate Abusive Supervision

Organizations can implement strategies to eliminate

abusive behavior.
• An anonymous tip line that employees can call to report
abuse.
• Written company policies prohibiting abusive behavior.
• Acknowledgment by senior managers that there is no
place for abusive behavior in the company’s culture.

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 Takeaways from Behavioral Theory

1. Leader behavior is more important than leader

traits when it comes to effectiveness.
2. Leader behaviors can be improved and
developed.
3. There is no one best style of leadership—it
depends on the situation.

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 Test Your OB Knowledge 3

Margaret leads her employees by having formal,

well-developed guidelines and procedures for each
task they perform. Which leadership style best
describes Margaret’s style?
A. Consideration.
B. Passive.
C. Servant leadership.
D. Competent leadership.
E. Transactional leadership.

© McGraw Hill
 Effective Leadership:
Matching Style to the Situation

Fiedler’s situational theory.

Leaders are thought to have a dominant style: motived
by either relationship or task.
Leader effectiveness depends on the extent to which
leader style matches the situation.
As situations change, different styles become more
appropriate.
Fiedler identified three dimensions of situational control:
1. Leader–member relations.
2. Task structure.
3. Position power.
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 Figure 13.3 Fiedler’s Contingency Model

SOURCE: “Situational Control and a Dynamic Theory of Leadership.” In Managerial Control and Organizational Democracy, edited by Bert T. King,
Siegfried Streufert, and Fred Edward Fiedler. Washington: V. H. Winston, 1978.

© McGraw Hill Access the text alternate for slide image.

 Takeaways from Fiedler’s Model

Leadership effectiveness goes beyond traits and

behaviors.

Organizations should attempt to hire or promote

people whose leadership styles fit or match the
situational demands.

Leaders need to modify their style to fit a situation.

© McGraw Hill
 Leadership Effectiveness: Path-Goal Theory

What is path-goal theory?

Leaders seen as effective when employees view
them as a source of satisfaction or as paving the
way to future satisfaction.
Leaders do this by:
• Reducing roadblocks.
• Providing guidance and support.
• Linking rewards to goal accomplishment.

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 Figure 13.4 Representation of House’s Path-Goal
Theory

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 Takeaways from Path-Goal Theory

Effective leaders use multiple types of leader

behavior.

Leaders are encouraged to clarify the paths to goal

accomplishment and to remove any obstacles that
may impair an employee’s ability to achieve his or
her goals.

Leadership styles should be modified to fit various

employee and environmental characteristics.

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 Leadership Effectiveness:
Applying Contingency Theories

Research suggests five steps for leaders.

Step 1: Identify important outcomes.

Step 2: Identify relevant leadership behaviors.

Step 3: Identify situational conditions.

Step 4: Match leadership to the conditions at hand.

Step 5: Determine how to make the match.

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 Test Your OB Knowledge 4

Tech Innovations is in the process of hiring a leader.

The organization has poor leader-member relations,
low task structure, and weak position power. What
type of leader should be hired according to Fiedler’s
contingency model?
A. Relationship-motivated.
B. Passive.
C. Task-motivated.
D. Directive.
E. Supportive.

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 Transformational Leaders

Transformational leaders Four key leader

motivate followers to pursue
organizational goals over
behaviors:
self-interests by using leader 1. Inspirational
behaviors that appeal to motivation.
followers’ self-concepts such
as values, motives, and 2. Idealized influence.
personal identity.
3. Individual
consideration.
4. Intellectual stimulation.

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 Figure 13.5 Transformational Leadership

SOURCE: Waldman, David A., and Francis J. Yammarino. “CEO Charismatic Leadership: Levels-of-Management and Levels-of-Analysis Effects.” The
Academy of Management Review 24, no. 2 (April 1999): 266–85. https: DOI: 10.2307/259082; and Knippenberg, Daan van, and Sim B. Sitkin. “A Critical
Assessment of Charismatic—Transformational Leadership Research: Back to the Drawing Board?” The Academy of Management Annals 7, no. 1 (January Access the text alternate for image.
2013): 1–60. https://doi.org/10.1080/19416520.2013.759433.
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 Implications of Transformational Leadership

Transformational leadership can be ethical or

unethical.

Establishment of a positive view of the future is the

first step.

The best leaders are not just transformational.

Transformational leadership affects outcomes at the

individual, group, and organizational levels.

Transformational leadership works virtually.

Transformational leadership does not imply ethical

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 Leader–Member Exchange (LMX) Theory

Based on the assumption that leaders develop

unique one-to-one relationships with each of the
people reporting to them.
Focus on the quality of the relationship rather than
behaviors or traits.
• Leaders with positive in-group exchanges (high LMX)
get along better, have higher trust, respect, and liking.
• Leaders with out-group exchanges (low LMX) tend to
have more formal relationships—such as pay for
performance—lower levels of trust and respect.

© McGraw Hill
 Implications of LMX Theory

Managerial and personal implications:

Expectations.
• Leaders are expected to establish high performance expectations.
Diversity.
• Managers need to be careful that they don’t create a homogenous
work environment.
Initiative.
• It is important to take positive actions to improve a poor LMX.

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 Leaders and Followers

Leaders want followers Followers want leaders

who are: who will:
1. Productive. 1. Foster significance and
2. Reliable. meaning in their work.
3. Honest. 2. Foster sense of
community and respect.
4. Cooperative.
3. Make them feel engaged
5. Proactive. and energized at work.
6. Flexible.

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 How to Be a Better Follower

Understand your boss.

• Preferred leadership style, ways of communication, etc.

Understand your own style, needs, goals, expectations, and

strengths and weaknesses.

Conduct a gap analysis between the understanding you have

about your boss and the understanding you have about
yourself.

Build on mutual strengths and adjust or accommodate the

leader’s divergent style, goals, expectations, and
weaknesses.

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 Test Your OB Knowledge 5

All of the following are transformational leader

behaviors EXCEPT:
A. leader-member exchange (LMX).
B. intellectual stimulation.
C. inspirational motivation.
D. individualized consideration.
E. idealized influence.

© McGraw Hill
 Leadership Effectiveness:
Putting It All in Context
Figure 13.6 The Organizing Framework for Understanding and Applying Organizational
Behavior
© 2021 Angelo Kinicki and Mel Fugate. All rights reserved. Reproduction prohibited without permission of the authors.

© McGraw Hill Access the text alternate for slide image.

Because learning changes everything. ®

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© 2021 McGraw Hill. All rights reserved. Authorized only for instructor use in the classroom.
No reproduction or further distribution permitted without the prior written consent of McGraw Hill.