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Leadership - The influencing process between leaders and followers to…
Leadership - The influencing process between leaders and followers to achieve organizational objectives through change
Leadership Traits Theory (Stogdill, R.M.) - Traits are distinguishing personal characteristics. Personality is a combination of traits that classifies an individual's behavior
Big Five Model of Personality - Categorizes traits into the dimensions of surgency, agreeableness, adjustment, conscientiousness, and openness to experience
Surgency includes dominance, extraversion, and high energy with determination
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Openness to experience includes traits of flexibility, intelligence, and internal locus of control.
Achievement Motivation Theory (McClelland) - Attempts to explain and predict behavior and performance based on a person's need for achievement, power, and affiliation.
Need for Achievement is the concern for excellence in accomplishments through individual efforts, and tied to the Big Five dimension of conscientiousness
Need for Power is the concern for influencing others and seeking positions of authority, and tied to the Big Five dimension of surgency.
Need for Affiliation is the concern for developing, maintaining, and restoring close personal relationships, and is tied to the Big Five dimension of agreeableness.
Leader Motive Profile Theory (McClelland) attempts to explain and predict leadership success based on a person's need for achievement, power, and affiliation. The Leader Motive Profile (LMP) includes a high need for power, which is socialized, that is greater than the need for affiliation and with a moderate need for achievement.
Theory X and Theory Y (Douglas McGregor) attempt to explain and predict leadership behavior and performance based on the leader's attitude about followers. Theory X attitudes believe that employees dislike work and must be closely supervised in order to do their work. Theory Y attitudes believe that employees like to work and do not need to be closely supervised in order to do their work.
Great Man Theory (Thomas Carlyle) - Leaders are born and not made. In times of great need, a leader will arise.
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Reinforcement Theory (B.F. Skinner) - Behavior can be explained, predicted, and controlled through consequences for behavior
Types of reinforcement are positive, avoidance, extinction, and punishment
Contingency Leadership Theories (Fred Fiedler) - For each leader, followers, and situation there is an appropriate leadership style
Contingency Leadership Theory (Fred Fiedler) - A person's leadership style is either task- or relationship- oriented. Leaders need to match the style to the situation to maximize performance.
Leadership Continuum Theory (Tannenbaum & Schmidt) - Leadership is on a continuum from boss-centered to subordinate-centered. Seven styles to choose from depending on the situation, ranging from autocratic to participative.
Path-Goal Theory (Robert House, M.G. Evans) - Leaders should select the appropriate style regardless of preferred traits and behavior to motivate subordinates in the given situation. Four leadership styles: directive, supportive, participative, and achievement-oriented.
Normative Leadership Theory (Victor Vroom) - Consists of time-driven and development-driven decision trees that enables the leader to select one of five leadership styles (decide, consult individually, consult group, facilitate, and delegate) for the given situation and followers to maximize decisions
Participative Leadership (Tannenbaum) - Leader include others in the decision making process on a spectrum from not participative to highly participative
Leader-Member Exchange (LMX) Theory (Dansereau, Graen and Haga) - Focuses on the quality of the exchange relationship that develops between leaders and followers. Leaders form high-quality social exchanges with some members and low-quality with others based on numerous factors.
Charismatic Leadership Theory (Max Weber) - Charisma is a social construct between the leader and follower, in which the leader offers a transformative vision or ideal that exceeds the status quo and then convinces followers to accept this course of action not because of its rational likelihood of success, but because of their implicit belief in the extraordinary qualities of the leader.
Transformational Leadership Theory (J.M. Burns, Bernard Bass) - Seeks to change the status quo by articulating to followers the problems in the current system and a compelling vision of what a new organization could be
Transactional Leadership Theory (J.M. Burns, Bernard Bass) - Seeks to maintain stability within an organization through regular economic and social exchanges that achieve specific goals for both leaders and their followers
Strategic Leadership (Shoemaker, Krupp, and Howland) - A leader's ability to anticipate, envision, maintain flexibility, think strategically, and work with others to initiate changes that will create a viable future for an organization
Crisis Leadership (Warren Bennis) - The ultimate responsibility for a crisis leader is to plan for a crisis and lead during a crisis. They must craft a vision; set objectives; formulate, execute, and evaluate the crisis plan; communicate; and manage people
Leadership Grid Theory (Blake, Mouton, and McCanse) - Built off two leadership dimensions: concern for production and concern for people. Five leadership styles: impoverished, authority compliance, country club, middle of the road, and team leader