Chapter 12
Basic Approaches
to Leadership
ORGANIZATIONAL BEHAVIOR
S T E P H E N P. R O B B I N S
E L E VTWELFTH
E N T HEDITION
E D I T I O N
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PowerPoint Presentation
by Charlie Cook
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Carisma
Persuasão
Fidelidade
Oratória
Foco em resultados
Saber lidar copm as pessoas
Motivar
Organizar idéias
Auto-confiança
Respolnsabilidade
Ética
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12–1
Características do lider na sua opinião
Auto-confiança
Confiança na equipe
Comunicação
Persuasão
Motivação
Ética
Carisma
Caráter
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12–2
Atenção agora!
No seu trabalho vc DEVE analisar:
 Quem é o entrevistado: histórico, formação, carreira, cargo
atual, empresa, objetivos, desenvolvimento
 Liderados: área, equipe, objetivos
 Sobre liderança
- traços do lider
- comportamentos (tarefa ou pessoas?)
- grid gerencial
- liderança situacional
 Gestão de pessoas:
- motivação da equipe?
- Avaliação e feedback de desempenho
- - seleção?
 Conclusões + ele é um líder ou um chefe?
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12–3
What Is Leadership?
Leadership
The ability to influence a
group toward the
achievement of goals
Management
Use of authority inherent
in designated formal rank
to obtain compliance from
organizational members.
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12–4
Trait Theories
Traits Theories of
Leadership
Theories that consider
personality, social,
physical, or intellectual
traits to differentiate
leaders from nonleaders.
Leadership Traits:
• Ambition and energy
• The desire to lead
• Honest and integrity
• Self-confidence
• Intelligence
• High self-monitoring
• Job-relevant
knowledge
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12–5
Behavioral Theories
Behavioral Theories of Leadership
Theories proposing that specific behaviors
differentiate leaders from nonleaders.
• Trait theory:
Leaders are born, not made.
• Behavioral theory:
Leadership traits can be taught.
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12–6
Ohio State Studies
Initiating Structure
The extent to which a leader is
likely to define and structure his
or her role and those of subordinates in the search for goal
attainment.
Consideration
The extent to which a leader is likely to have job
relationships characterized by mutual trust, respect
for subordinate’s ideas, and regard for their feelings.
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12–7
University of Michigan Studies
Employee-Oriented Leader
Emphasizing interpersonal relations; taking a
personal interest in the needs of employees and
accepting individual differences among members.
Production-Oriented Leader
One who emphasizes technical
or task aspects of the job.
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12–8
The
Managerial
Grid
(Blake and Mouton)
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12–9
Preocupação com as pessoas
9
8
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6
5
4
3
2
1
1,9
A Grade
Gerencial
Gerência de Clube de Campo
9,9
Gerência em equipe
As realizações de trabalho são
de pessoas comprometidas; a
interdependência através de um
“interesse comum”no objetivo
da organização leva a relações de
confiança e respeito.
Atenção cuidadosa às
necessidades das pessoas para
satisfazer relacionamentos leva a
uma organização com atmosfera
e ritmo de trabalho amigável,
confortável.
5,5
Gerência de organização humana
O desempenho adequado da
organização é possível através do
equilíbrio da necessidade de conseguir
trabalhar e manter o moral das pessoas
9,1
num nível satisfatório.
1,1
Obediência-autoridade
Gerência empobrecida
A eficiência em operações resulta
Exercer esforço mínimo para ter
de arranjar as condições de trabalho
desempenhado o trabalho exigido
de forma que elementos humanos
é apropriado para manter a
interfiram em grau mínimo.
afiliação à organização
1
2
3
4
5
6
7
8
9
Preocupação com a produção
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12–10
Mini-caso
 Primeiro caso de liderança
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12–11
Contingency Theories
Fiedler’s Contingency Model
The theory that effective groups depend on a proper
match between a leader’s style of interacting with
subordinates and the degree to which the situation
gives control and influence to the leader.
Least Preferred Co-Worker (LPC)
Questionnaire
An instrument that purports to
measure whether a person is taskor relationship-oriented.
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12–12
Cognitive Resource Theory
Cognitive Resource Theory
A theory of leadership that states that stress can
unfavorably affect a situation and that intelligence
and experience can lessen the influence of stress on
the leader.
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.
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12–13
Hersey and Blanchard’s Situational Leadership
Theory
Situational Leadership Theory (SLT)
A contingency theory that focuses on followers’
readiness.
Unable and
Unwilling
Unable but
Willing
Able and
Unwilling
Able and
Willing
Follower readiness:
ability and willingness
Leader: decreasing need
for support and supervision
Directive
High Task and Relationship
Orientations
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Supportive
Participative
Monitoring
12–14
Leadership Styles and Follower Readiness
(Hersey and Blanchard)
Follower
Readiness
Unwilling
Able
Supportive
Participative
Willing
Monitoring
Leadership
Styles
Unable
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Directive
High Task
and
Relationship
Orientations
12–15
Leader–Member Exchange Theory
Leader-Member Exchange (LMX) Theory
Leaders create in-groups and out-groups, and
subordinates with in-group status will have higher
performance ratings, less turnover, and greater job
satisfaction.
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12–16
Leader-Member Exchange Theory
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12–17
The Path-Goal Theory
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12–18
Charismatic Leadership
 Project a powerful, confident, dynamic presence
 Articulate an overarching goal
 Communicate high performance expectations
and confidence in others ability to meet these
expectations
 Are sensitive to the needs of followers
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12–19