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Chapter 8 Leadership (Leaders (Press to Change, Need to communicate the…

- - - - The Ohio State Studies .South to identify independent dimensions of leader behaviour.
        
        Initiating Structure. The extend to which a leader is likely to define and structure his or her role and the roles of employees in order to attain goals.
        
        Consideration. The extent to which a leader is likely to have job relationships characterized by mutual trust, respect for employees'ideas, and regard for their feelings.
      - The Michigan Studies. To locate behavioural characteristics of leaders that appeared related to performance effectiveness.
        
        Employee-oriented leaders. A leader who emphasizes interpersonal relations.
        
        Production-oriented leader. A leader who emphasizes the technical or task aspects of the job.
    - - Situational, or contingency, theories. Theories that propose that leadership effectiveness is dependent on the situation.
        
        Fiedler contigency model. Proposes that effective group performance depends on the proper match between the leader's style and the degree to which the situation gives the leader control.
        
        Leader-member relations.
        
        Task structure.
        
        Position power
        
        Hersey and Blanchard's Situational Leadership . Theory that proposes that effective leaders adapt their leadership style according to how willing and able a follower is to perform tasks.
        
        Path-Goal Theory . A leadership theory that says it is the leader's job to assist followers in attaining their goals and to provide the necessary direction and /or support to ensure that their individual goals are compatible with the overall goals of the group or organization.
        
        The directive leader
        
        The supportive leader
        
        The participative leader
        
        The achievement-oriented leader
        
        Substitutes for Leadership