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ACTIVITY 5, Leadership Charper 13, Work Motivacion for Performance …

- - - - Theirn results identified two major sets of leader behaviors:
        
        Consideration
        
        is the “relationship-oriented” behavior of a leader. It is instrumental in creating and maintaining good relationships (that is, addressing the group’s maintenance needs) with organizational members.
        
        Initiating structure
        
        involves “task-oriented” leader behaviors. It is instrumental in the efficient use of resources to attain organizational goals, thereby addressing the group’s task needs.
    - - The two types of leader behavior
        
        Job-centered behaviors
        
        are devoted to supervisory functions, such as planning, scheduling, coordinating work activities, and providing the resources needed for task performance.
        
        Employee-member-centered
        
        behaviors include consideration and support for organizational members.
- - - - One of the earliest, best-known, and most controversial situation-contingent leadership theories was set forth by Fred E. Fiedler from the University of Washington.
    - - Leaders are asked about their least-preferred coworker (LPC), the person with whom they least like to work.
    - - House and Martin Evans, while on the faculty at the University of Toronto, developed a useful leadership theory.
- - - - The effectiveness of these leaders originates in part in their charisma, a special magnetic charm and appeal that arouses loyalty and enthusiasm. The charismatic leadership phenomenon involves a complex interplay between the attributes of the leader and followers’ needs, values, beliefs, and perceptions.
    - - The transformational leader, on the other hand, moves and changes (fixes) things “in a big way”! Unlike transactional leaders, they don’t cause change by offering inducements. Instead, they inspire others to action through their personal values, vision, passion, and belief in and commitment to the mission.
      - Visionary leaders are those who influence others through an emotional and/or intellectual attraction to the leader’s dreams of what “can be.” Vision links a present and future state, energizes and generates commitment, provides meaning for action, and serves as a standard against which to assess performance.
- - - - Other traits—charisma, creativity/originality, and flexibility/adaptiveness.
      - Drive—a high level of effort, including a strong desire for achievement as well as high levels of ambition,
        energy, tenacity, and initiative.
        
        Leadership motivation—an intense desire to lead others.
      - Cognitive ability—conceptually skilled, capable of exercising good judgment, having strong analytical
        abilities, possessing the capacity to think strategically and multidimensionally
        
        Knowledge of the business—a high degree of understanding of the company, industry, and technical
        matters.
- - - - Structured, routine, unambiguous task
        
        Feedback provided by task
        
        Intrinsically satisfying task
    - - Cohesive work group
        
        Low position power (leader lacks control over organizational
        rewards)
        
        Formalization (explicit plans, goals, areas of responsibility)
        
        Inflexibility (rigid, unyielding rules and procedures)
        
        Leader located apart from subordinates with only limited
        communication possible
    - - Experience, ability, training
        
        “Professional” orientation
        
        Indifference toward rewards offered by organization