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OB - CH 11 - Leadership - Coggle Diagram

- - - - personality, social, physical, intellectual attributes that differentiate leaders from nonleaders
      - basically under the assumption that leaders are born
      - a comprehensive review of the leadership literature organized around the big five, found extraversion to be the most predictive trait of effective leadership.
      - Leaders who like being around people and are able to assert themselves (extraverted), are disciplined and keep commitments they make (conscientious), and are creative and flexible (open) do have an advantage when it comes to leadership, suggesting that good leaders do have key traits in common.
      - Advocates of EI argue that without it, a person can have outstanding training, a highly analytical mind, a compelling vision, and an endless supply of terrific ideas but still not make a great leader.
      - Recent research has demonstrated that people high in EI are more likely to emerge as leaders, even after taking cognitive ability and personality into account.
        
        traits can predict leadership
        
        traits do a better job at predicting the emergence of leaders and the appearance of leadership than in distinguishing between effective and ineffective leaders
    - - Ohio State Studies
        
        consideration, the extent to which a leader is likely to have a job relationships characterized by mutual trust, respect for employees' ideas, and regard for their feelings. Helps employees with personal problems, is friendly and approachable, treats all employees as equals, and expresses appreciation and support.
        
        Initiating structure, the extent to which a leader is likely to define and structure his or her role and those of employees in order to attain goals; it includes behaviour that attempts to organize work, work relationship, and goals. A leader high in initi- ating structure is someone who “assigns group members to particular tasks,” “expects workers to maintain definite standards of performance,” and “emphasizes the meeting of deadlines.”17
      - Michigan Studies
        
        employee-oriented leaders, emphasized interpersonal relations by taking a personal interest in the needs of employees and accepting individual differences among them.
        
        production-oriented leaders, emphasized the technical or task aspects of the job, focusing on accomplishing the group's task.
        
        These results suggest that while all of these leader behaviours are important, task-oriented behaviours are essential to leadership effectiveness.
    - - Fiedler Contingency 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.
        
        LPC least preferred employee questionnaire, to determine whether individuals were primarily interested in good personal relations with co-workers and thus relationship oriented, or primarily interested in productivity, and thus task-oriented.
        
        Leader-member relations. The degree of confidence, trust, and respect members have for their leader
        
        task structure, the degree to which job assignments are procedurized (that is, structured or unstructured)
        
        Position power. The degree of influence a leader has over power-based activities such as hiring, firing, discipline, promotions, and salary increases
        
        task-oriented leaders perform best in situations of high and low control
        
        relationship-oriented leaders perform best in moderate control situations
      - Hersey and Blanchard's Situational Leadership, successful leadership depends on selecting the right leadership style contingent on the followers' readiness, or the extent to which they are willing and able to accomplish a specific task.
        
        If followers are unable and unwilling to do a task, the leader needs to give clear and specific directions
        
        if they are unable and willing, the leader needs to display high task orientation to compensate for follower's lack of ability and high relationship orientation to get them to "buy into" the leader's desires
        
        able and unwilling, the leader needs to use a supportive and participative style
        
        if able and willing, the leader does not need to do much.
      - 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 goals are compatible with the overall objectives of the group or organization.
        
        The term path-goal implies effective leaders clarify followers’ paths to their work goals and make the journey easier by reducing roadblocks.
        
        Three guidelines to follow
        
        determine the outcomes subordinates want, These might include good pay, job security, interesting work, and autonomy to do one’s job
        
        Reward individuals with their desired outcomes when they perform well
        
        let individuals know what they need to do to receive rewards, (that is, the path to the goal), remove any barriers that would prevent high performance, and express confidence that individuals have the ability to perform well.
        
        Four leadership behaviours that might be used in different situations to motivate individuals
        
        the directive leader, lets followers know what is expected of them, schedules work to be done, and gives specific guidance as to how to accomplish tasks
        
        works best when individuals have difficulty doing tasks or the tasks are ambiguous. it would NOT be very helpful when individuals who are already highly motivated, have the skills and abilities to do the task, and understand the requirements of the task
        
        supportive leader, friendly and shows concern for the needs of followers
        
        often recommended when individuals are under stress, or otherwise show that they need to be supported
        
        participative leader, consults with followers and uses their suggestions before decision making
        
        most appropriate when individuals need to buy in to decisions
        
        achievement-oriented leader, sets challenging goals and expects followers to perform at their highest level.
        
        works best with individuals who like challenges and are highly motivated. It does NOT work with less capable individuals, or those who are highly stressed from overwork.
    - - numerous studies collectively demonstrate that, in many situations, leaders’ actions are irrelevant. Experience and training are among the substitutes that can replace the need for a leader’s support or ability to create structure. Organizational characteristics such as explicit formalized goals, rigid rules and procedures, and cohesive work groups can also replace formal leadership, while indifference to organizational rewards can neutralize its effects. Neutralizers make it impossible for leader behaviour to make any difference to follower outcomes.
  - - - individual capablity
      - team skills
      - managerial competence
      - ability to stimulate others to high performance