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LEADERSHIP, Employee contingencies, GROUP 7: MUHAMAD SHAHRUL AKMAL BIN…

- - - - Competency Management
      - Process Design
      - Process Re-engineering
    - - Clarity of Purpose
      - Evaluation of Opportunities
      - Return on Investment
    - - Stakeholder Management
      - Performance Management
      - Communication
    - - Training
      - Coaching and Mentoring
      - Support
    - - Prioritisation
      - Governance
      - Appropriate Budget
    - - Environmental Evaluation
      - Effective Execution
      - Analytical Planning
  - - - Change
      - Leading - changing the organizing to fit environment
    - - Relates to behavioral and contingency leadership theories
      - Managing- achieving current objectives more efficiently
        
        Link job performance to rewards
        
        Ensure employees have necessary resouces
  - - - Charismatic is a personal trait that provides referent power
      - Energizing
        
        Expresses personal confidence
        
        Seeks, find, uses success
        
        Demonstrates personal excitement
      - Enabling
        
        Expresses personal support
        
        Empathizes
        
        Expresses confidence in people
      - Envisioning
        
        Sets high expectations
        
        Models consistent behaviors
        
        Articulates a compelling vision
  - - - Symbolize/demonstrate the vision through behaviors
      - Builds employee trust in the leader
      - Walk the talk
    - - Increase through communicating and modeling the vision
      - Increase through employee involvement in shaping the shared vision
    - - Depiction of company's attractive future
      - Leader champions the vision
    - - Use symbols, metaphors, symbols
      - Create a shared mental model of the future
      - Frame message around a grand purpose
  - - - Higher employee satisfaction, performance, organization citizenship, creativity
    - - Some models have circular logic
      - Universal theory
- - - - PERSONALITY
        
        Extroversion, conscientiousness
      - SELF-CONCEPT
        
        Positive self-evaluation
        
        High self-esteem and self-efficacy
        
        Internal locus of control
      - DRIVE
        
        Inner motivation to persue goals
        
        Inquisitiveness, action-oriented
      - INTEGRITY
        
        Truthfulness, personal interest
        
        Consistency in words and action
        
        Sincerity, honest, trust
      - LEADERSHIP MOTIVATION
        
        High need for socialized power to achieve organization goals( strong need for power)
      - KNOWLEDGE OF THE BUSINESS
        
        Understand external environment
        
        Aids intuitive decision making
      - PRACTICAL INTELLIGENCE
        
        Above average cognitive ability
        
        Able to solve real-world problems
      - EMOTIONAL INTELLIGENCE
        
        Perceiving , assimilating , understanding and regulating emotions
  - - - Paths
        
        Employee expectancy
      - Goals
        
        Employee performance
    - - Expectancy
        
        Task successfully completed
      - Valence
        
        Employees achieved value outcomes
    - - Directive
        
        Provide psychological structure to jobs
        
        Task-oriented behaviour
      - Supportive
        
        Provide psychological support
        
        People-oriented behaviour
      - Participative
        
        Encourage/facilitate employee involvement
      - Achievement-oriented
        
        Encourage peak performance through:
        
        Goal setting
        
        Positive self-fulfilling prophecy
    - - Leader behaviours
        
        Leader effectiveness
        
        Employee motivation
        
        Employee satisfaction
        
        Acceptance of leader
        
        Directive
        
        Participative
        
        Supportive
        
        Achievement-oriented
    - - Employee contingencies
        
        Leadership behaviour
        
        Skills/experiences
        
        Directive
        
        Supportive
        
        Participative
        
        2 more items...
        
        Low
        
        Low
        
        Locus of control
        
        Directive
        
        Supportive
        
        Participative
        
        2 more items...
        
        External
        
        External
      - Environmental Contingencies
        
        Task structure
        
        Directive
        
        Supportive
        
        Participative
        
        Achievement
        
        1 more item...
        
        Nonroutine
        
        Routine
        
        nonroutine
        
        Team dinamic
        
        Directive
        
        Supportive
        
        Participative
        
        Achievement
        
        1 more item...
        
        +ve norms
        
        Low cohesion
        
        -ve norms
  - - - Telling
        
        High task/low relationship
      - Participating
        
        High relationship/low task behaviour
      - Selling
        
        High task/high relationship
      - Delegating
        
        Low relationship/low task behaviour
  - - - Considerate, helpful, supportive
      - Concern for employee needs; career and personal problems
      - Looks out for employee well-being; intrinsic, extrinsic rewards
    - - Planning, scheduling work, coordinating activities, provide resources
      - Assign specific tasks
      - Ensure employees follow rules
      - Set “stretch goals” to achieve performance capacity
    - - People-task categories mask subcategories of leader behavior that may be distinct – different effects on employee well-being and performance
      - Assumes best leaders display a high level of both people and task styles
        
        But best style seems to depend on the situation