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Leadership (Trait theories (Trait theories of leadership: personal…

- - - - Least preferred co-worker questionnaire: instrument that purports to measure whether a person is task- or relationship- oriented
        
        Sets of 16 contrasting adjectives e.g: pleasant-unpleasant, supportive-hostile
        
        Ask respondents to think of all the coworkers they have ever had and to describe the least enjoyed one by rating that person on a scale of 1 to 8 for each of the 16 sets
        
        Determine basic leadership style: based on the respondents’ answers
        
        If the least preferred co-worker -described in positive terms (high LPC score) => respondent is relationship oriented.
        
        Assumes: individual’s leadership style is fixed
        
        Modify situation or modify leader to achieve optimal effectiveness
    - - Leader-member relation: the degree of confidence, trust and respect subordinates have in their leader
        
        the better the leader-member relations, the more highly structured the job, the stronger the position power, the ore control the leader has
        
        Favorable situation: manager who is well respected, activities are clear and specific, provision of freedom to reward and punish employees (strong position power)
        
        Unfavorable situation: disliked chairperson of a volunteer charity fundraising team => the leader has little control.
      - 3 contingency/situational dimemsions
        
        Position power: influence derived from one's formal structural position in the organization (power to hire, fire, discipline, promote and increase salary)
        
        Task structure: the degree job assigment are procedurized
    - - task-oriented leaders perform best in situation of High and Low control
        
        relationship-oriented leaders perform best in moderate control situations
      - 2 ways to improve leader effectiveness
        
        Change the leader to fit the situation: situation-highly unfavorable => task-oriented leaders perform better
        
        Change the situation to fit the leader: restructuring tasks or increasing or decreasing the leader’s power to control factors such as salary increases, promotions and disciplinary actions.
    - - LPC scores are not stable and LPC did not predict leader effectiveness reliably
      - Drawbacks:
        
        The logic behind the LPC scale is not well understood
        
        LPC scores are not stable
        
        Contingency variables are complex and hard to determine
      - work in
        -Leader-member relations (good vs. bad)
        -Task structure (high vs. low)
        -Leader’s position power (strong vs. weak)
      - Interaction of situation and leader characteristics predicts leader effectiveness
  - - - Directive leadership:
        
        good when tasks are ambiguous or stressful than when they are highly structured
        
        redundant with high ability or considerable experience
      - Supportive leadership: - good when employees are performing structured tasks
- - - - Assigns group members to particular tasks
      - Expects workers to maintain definite standards of performance
      - Emphasizes the meeting of deadlines
- - - - Work best in:
        • The follower’s task has an ideological component
        • There is a lot of stress and uncertainty in the environment
        • The leader is at the upper level of the organization
        • Followers have low self-esteem and self-worth
      - Dark side:
        • Charisma dilutes judgment
        • Charisma is addictive
        • Many psychopaths are charismatic
        • Charisma fosters collective narcissism
    - - appealing vision (long-term strategy for attaining goals)
        
        accompany vision statement (formal articulation of an organization's vision)
        
        build self-esteem and confidence with high performance expectation and belief followers can achieve them
        
        convey new set of values and sets an example for follower to imitate, tone of cooperation and mutual support
        
        engage in emotion-inducing and unconventional behavior to demonstrate courage and conviciton about the vision
  - - - Leadership styles listed from passive to very active
      - Note the ineffective styles are mostly transactional
      - It is all about influencing followers
- - - - Substitutes: attributes (experience and training) can replace the need for a leader's support or ability to create structure
      - Neutralizers: attributes that make it impossible for leader behavior to make any difference to follower's outcomes
    - - Identification based trust: trust based on a mutual understanding of each other's intentions and appreciation of each other's wants and desire