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:star:LEADERSHIP:star:, Employee Contigencies 2. Leader Effectiveness 3.…

- - - - Path-Goal Leadership
        
        Expectancy theory of motivation (Etop,PtoO)
        
        Paths=employee expectancles
        
        Goals=employee performance
        
        Appropriate leadership behavior for given situatio
        
        2 outcomes
        
        expectancy(tasks successfully completed)
        
        valence(employee achieve valued outcomes)
        
        Styles
        
        1.Directive 2. Supportive 3. Participative 4. Achievement-oriented
        
        Model
      - Sitaution Leadership Model
        
        Telling 2. Selling 3. Participating 4. Delegating
  - - - Change agents
      - Leading- changing the organization to fit the environment
      - Elements
        
        create strategic vision
        
        communicate the visison
        
        model the vision
        
        Build commitment to the vision
    - - Important-higher employees satisfaction, performance, creativity
      - LImitations - some models have circular logic (defines by success rather than behavior)
        
        universal theory
  - - - Concern for employee needs; career and personal problems
      - Looks out for employee well-being; intrinsic, extrinsic rewards
      - Considerate, helpful, supportive
    - - Planning, scheduling work, coordinating activities, provide resources
      - Ensure employees follow rules
      - Assign specific tasks
      - Set “stretch goals” to achieve performance capacity
    - - Assumes best leaders display a high level of both people and task styles
      - But best style seems to depend on the situation
      - People-task categories mask subcategories of leader behavior that may be distinct – different effects on employee well-being and performance
  - - - :ONE: PERSONALITY (extroversion, conscientiousness and other :two: SELF CONCEPT (positive self evaluation/ high self esteem) :three: DRIVE (inner motivation) :four: INTEGRITY (truthfulness/ consistency in words and action) :five: LEADERSHIP MOTIVATION (high need for socialized power) :six: KNOWLEDGE OF BUSINESS (Understand external environment and intuitive decision making) :seven: COGNITIVE (Able to solve real world problems) :eight: EMOTIONAL INTELLIGENCE ( perceiving/ understanding)
      - :warning:LIMITATION:WARNING:
        
        Implies a universal approach – individual potential, no promise in gaining business success
        
        Alternative combinations of competencies might work well – effective leaders
        
        Assumes leadership is within the person
        
        But leadership is also about relations with followers
        
        Competencies refer to leadership potential, not performance – innate factors that drive leaders’ behavior