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Chapter 8 Leadership (Are Managers and Leaders the Same? (Managers…

- - - - Trait Theory: Leadership is inherent, so we must identify the leader based on his or her traits
        
        Behavioral Theory: Leadership is a skill set and can be taught to anyone, so we must identify the proper behaviors to teach leaders
    - - Ohio State: Found two key dimensions of leader behavior. Initiating Stricture: The defining and structuring of roles & Consideration: Job relationships that reflect trust and respect
        
        University of Michigan: Also found two key dimensions of leader behavior. Employee-Oriented:Emphasizes interpersonal relationships and is the most powerful dimension & Production-Oriented: Emphasizes the technical aspects of the job
  - - - Effective group performance depends upon the proper match between the leader style and the degree to which the situation gives control
      - Least preferred co-worker questionnaire determined whether individuals were interested in: Good personal relations with co-workers, and thus relationship oriented or Productivity, and thus task oriented
      - Situations: Leader-Member Relations- Degree of confidence, trust and respect members have for leader. Task Structure- Degree to which jobs are structured. Position Power- Degree to which leader has control over power
    - - A model that focuses on follower "readiness"
      - A paternal model:
        
        As the child matures, the adult releases more and more control over the situation
        
        As the workers become more ready, the leader become more laissez-faire
      - Situations
        
        Follower: Able but unwilling; Leader needs to use a supportive and participate style
        
        Follower: Both able and willing: Leader should use a laissez-faire approach
        
        Follower: Unable but willing; Leader needs to display high task orientation and high relationship orientation
        
        Follower: Unable and unwilling: Leader needs to give clear and specific direction
    - - Determine the outcomes subordinates want
      - Reward individuals with their desired outcomes when they preform well
      - Directive: Informs subordinates of expectations and gives guidance
      - Supportive: Friendly and approachable, shows concern for status, well-being, and needs of subordinates
      - Participative: Consults with subordinates, solicits, suggestions, and takes suggestions into consideration
      - Achievement oriented: Sets challenging goals, expects subordinates to preform at highest level, continuously seeks improvement in performance and has confidence in highest motivations of employees