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Leadership (Trait Theories (leaders are born not made, discredits…

- - - - Task Structure
        
        degree to which job assignments are procedurised
      - Position Power
        
        degree of influence a leader has over power variables such as hiring, firing, discipline, promotions and salary increases
      - Leader-member relations
        
        degree of confidence, trust and respect members have in their leader
- - - - Vision and articulation
      - Personal risk
      - Sensitivity
      - Unconventional behaviour
    - - uses power for personal gain
      - promotes personal vision
      - insensitivity to followers needs
      - demands own decisions be accepted without question
      - one way communication
      - censors critical or opposing views
    - - uses power to serve others
      - aligns vision with followers needs
      - open two way communication
      - considers and learns from criticism
      - stimulates followers to think independently and critically
      - coaches, develops and supports followers
  - - - Characteristics
        
        Management by exception (passive) - intervenes only if standards not met
        
        Laissez-faire - avoids making decisions
        
        Management by exception (active) - searches for deviation from rules and standards
        
        Contingent rewards - exchange rewards for good performance
      - those who guide or motivate their followers in direction of established goals by clarifying role and task requirements
      - short term exchanges, rational focuses on goals
    - - Characteristics
        
        Inspirational Motivation - communicates high expectations
        
        Intellectual Stimulation - promotes intelligence and careful problem solving
        
        Individualised Consideration - gives personal attention
        
        Idealised influence - provides vision and sense of mission
        
        Fostering acceptance of group goals
        
        Providing a role model
        
        Providing idealised support
      - organisation shows greater agreement among top managers about the organisations goals and this leads to superior organisational performance
      - focus more on what the leaders are communicating (vs charismatic)
      - those that inspire followers to transpire their own self interests for the good of the organisation and are capable of having a profound or extraordinary effect on followers
      - long term perspective, emotionally appealing, focuses on values
    - - depicts the 7 management styles on a spectrum - active and effective to passive and ineffective
- - - - Facilitates information sharing
      - Trusting groups are more effective
      - Encourages taking risks
      - Enhances productivity
    - - Integrity
      - Benevolence
      - Ability
    - - how likely an employee is to trust a leader
    - - differences in cultures
        e.g individualistic - consistency and leadership support
    - - frequency and length of demonstration
    - - depends on circumstance and type of violation
        ability - can be regained
        deception - can't
  - - - a senior employee who sponsors and support a less employee, called a protege
- - - - attributes, such as experience and training, that can replace the need for a leader's support or ability to create structure
      - e.g professionalism, cohesive work groups, job providing its own feedback
    - - attributes that make it impossible for leader behaviour to make any difference to follower outcomes
      - e.g indifference to rewards, being intrinsically motivated
  - - - trust based on a mutual understanding of each other's intentions and appreciation of each other's wants and desires