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Ch. 8: Leadership (Leadership as Supervision (Contingency Theories (Path…
Ch. 8: Leadership
Leadership as Supervision
Behavioural Theories
Leadership is a skill set
Can be taught to anyone
Contingency Theories
Path-Goal
Guidelines to be effective
Determine outcomes subordinates want
Reward individual with their desired outcomes when they perform well
Clear expectations
Styles
Participative
Achievement oriented
Supportive
Directive
Substitutes for Leadership
Hersey & Blanchard's Situational Theory
Focuses on follower readiness
Follower: able and willing
Leader= laissez-faire approach will work
Follower: unable but unwilling
Leader= needs to display high task orientation and high relationship orientation
Follower: able but unwilling
Leader= use supportive and participative style
Follower: unable and unwilling
Leader= needs to give clear and specific directions
Fielder Contingency Model
Effective group performance depends on proper match of leader's style and degree of control the situation allows
Leader-member relations
degree of confidence, trust and respect members have for leader
Task Structure
degree to which jobs are structured
Position Power
the degree of control the leader has over "power: ie: hiring, firing, discipline, promotions, salary
Creator (Fielder) assumed an individuals leadership style is fixed
Trait Theories
Considers personality, social, physical or intellectual traits
Not useful until matched with Big 5 Personality Framework
Better at predicting leader emergence rather than effectiveness
Leaders vs Managers
Leaders
Establish direction
Develop a vision
Inspire others
Press for change
Managers
Promote stability
Implement vision and strategy
Coordinate staff
Manage day-to-day problems
Important Behavioral Studies
Ohio State University
Initiating Structure
Defining and structuring of roles
Consideration
Job relationships that reflect trust and respect
University of Michigan
Employee oriented
Emphasizes interpersonal relationships - most powerful dimension
Production-oriented
Emphasizes the technical aspects of the job
Inspirational Leadership
Leader acts as communicator who inspires others to act beyond their immediate self-interests
Charismatic Leadership
Sensitivity to followers' needs
Unconventional behaviour
Personal risk
Vision
Transformational Leadership
Inspire followers to transcend their own self-interests for the good of the organization
Transactional Leadership
Guide or motivate their followers in the direction of established goals by clarifying role and task requirements