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Leadership Theory
Trends in Leadership Theory
Term | Definition |
---|---|
Normative Decision Tree | yes/no questions that lead to outcome; leader can decide on level of decision-making involvement |
Level of decision-making involvement | autonomous, consultative, delegative; autocratic/ democratic |
Consideration leadership (per Ohio & Michigan Studies) | attention to interpersonal aspects of work; human needs focus |
Initiating Structure Leadership (per Ohio & Michigan Studies) | task-focused, giving direction, setting goals/limits, planning/scheduling; goal attainment focus |
Leadership Grid (Blake and Moutin, U of Texas) | marked off degrees of emphasis using 9-pt scale, separating grid into 5 styles of management, combined people and production emphasis |
Great Person Theory | excelling in one sphere, failing in another; inborn ability, natural leader, shining star versus lacking leadership skills where needed elsewhere |
Trait approach replaced the great person model, often grouping traits into categories, and proposed that | leaders possess a collection of traits/qualities distinguishing them from nonleaders; "the right stuff"; weak theory in the research analysis of leaders, though leading traits/skills were ID'd |
Some of the more important Leadership Traits include | adaptability, social alertness, ambition, assertiveness, cooperativeness, decisiveness, energy, stress tolerance, confidence |
Some of the more important Leadership Skills include | intelligence/conceptual ability, creativity, tact, verbal fluency, work knowledge, organization, persuasion |
Traits absolutely required for leadership | no single traits absolutely required for leadership ID'd; just greater likelihood with some traits/skills for leader effectiveness |
autocratic leadership | groups perform well as long as they are closely supervised; though member satisfaction is low |
democratic leadership | members perform well w-w/o leader's presence, members more satisfied |
autocratic/democratic leadership referenced in | Douglas McGregor's formulation of theory X and Y |
Tannenbaum and Schmidt leadership continuum | describes 7 degrees of leader involvement in decision; autocratic end of continuum to democratic end (boss-centered to subordinate-centered) |
Fiedler's Contingency Model (of leadership) | uses Least-Preferred Worker (LPC) Scale to assess degree of manager's task/relationship orientation |
In Fiedler's Contingency Model the favorability (fit) of the leader depends on (contingency) three situational factors: | Leader-member relations (group atmosphere); task structure (how well defined); position power (leader authority to direct others) |
The greater the favorability to the leader in Fiedler's Contingency Model, the more the subordinates | can be relied on to carry out the task; fewer challenges to leadership |
Hersey and Blanchard's Situational Model (of leadership) | does not explain why things happen; offers recommendations for behaving differently under various conditions |
To the task and social dimensions already in play, the Hersey and Blanchard's Situational Model (of leadership) added a third dimension: | Worker immatury-maturity |
Job maturity refers to | how much work-related ability, knowledge, experience, skill a person has |
Psychological maturity refers to | willingness, confidence, commitment, motivation related to work |
Behaviors associated with maturity include | initiative, dependability, perseverance, receptiveness to feedback, goal orientation, minimal need for supervision |
Applying a directive approach with mature workers can result in | stifling their maturity to the point of forcing them back to lower levels of maturity |
Hersey and Blanchard suggested leadership style should be adusted to | the stage of team development: S1, S2, S3, S4 - corresponds to worker maturity through these stages |
Path-Goal Theory, rather than focusing on motivation of leader, examines | the motives and needs of subordinates and how leader can respond to them. |
expectancy theory of motivation proposes that | one's degree of effort is influenced by the expectation that the effort will result in the attainment of desired goals/meaningful rewards |
Path-goal theory states that | a person's ability to perform task is related to direction and clarity available that lead to organizational goals; four situations ID'd; basic premise: clear instructions improve performance |
Dyadic Relationship Theory; Leader-Member Exchange (LMX) and vertical dyad linkage (VDL) are micro theories that focus on dyadic relationships which are | relationships between two people or between a leader and a small group; address ingroup/outgroup relationships; mentoring |
exchange relationship | leader offers greater oppy/privilege to subordinate in exchange for loyalty, commitment, assistance |
Values-based Leadership | core beliefs guide and motivate attitudes/actions, express organization culture; ethical leaders tend to promote more trust and loyalty |
Servant-Leadership Model (Values-Based) | 10 essential values, popular model among companies: Southwest Airlines, Toro Company, TDIndustries, Men's Warehouse, Servicemaster... |
In order for servant leadership to work collaboration across | disciplines and levels is necessary; studies in healthcare settings found physicians less willing than nurses to work in collaboration |