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Leadership - Coggle Diagram

- - - - Remove Obstacles
      - Build commitment and Confidence
      - Create opportunities
    - - Liaisons with outsiders
      - Troubleshooters
      - Conflict Managers
      - Coaches
  - - - Latitude for creative deviance
      - Issue Focus
      - Front-line Information
- - - - Leadership that conveys values that are other-centered versus self-centered by leaders who model ethical conduct
    - - Truth Telling
      - Promise Keeping
      - Fairness
      - Respect for the individual
  - - - Democratic Leadership
        
        Enhance follower's self-worth
        
        Lead through inclusion
        
        Share leadership and encourage participation
        
        Rely on charisma, expertise, contact, and interpersonal skills to influence
    - - Directive Command-and-Control Style
        
        Be more self-confident
        
        Be assertive and more dominant in behaviour
        
        Rely on their formal position power
- - - - Extroversion
      - Conscientiousness
      - Openness
      - Emotional Intelligence
  - - - 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
      - Consideration
        
        The extent to which a leader is likely to have job relationships characterized by mutual trust, respect for employees' ideas and regard for their feelings
    - - Employee-oriented leaders
        
        A leader who emphasizes interpersonal relations
      - Production-oriented leaders
        
        A leader who emphasizes the technical or task aspect of the job
  - - - Substitutes for Leadership
      - Fiedler Contingency Model
        
        Leader-member relations
        
        The degree of confidence, trust, and respect members have for their leaders
        
        Position power
        
        The degree of influence a leader has over power variables such as hiring, firing, discipline, promotions, and salary increases
        
        Task Structure
        
        The degree to which the job assignments are procedurized
      - Hersey and Blanchard's Situational leadership
        
        A paternal model
        
        A model that focuses on follower readiness
        
        An intuitive model
      - Path-Goal Theory
        
        Effective Leaders
        
        Determine the outcomes subordinates want
        
        Reward individuals with their desired outcomes
        
        Let individuals know what they need to do to receive rewards
        
        Leadership Behaviours
        
        The directive leader lets followers know what is expected of them
        
        The supportive leader is friendly and shows concern for the needs of followers
        
        The participative leader consults with followers and uses their suggestions before making a decision
        
        The achievement-oriented leader sets challenging goals and expects followers to perform at their highest level
- - - - Full Range of Leadership Model
        
        Idealized Influence
        
        Inspirational Motivation
        
        Intellectual Stimulation
        
        Individualized Consideration
        
        Contingent Reward
        
        Management by Exception
        
        Laissez-Faire
      - Leaders who guide or motivate their followers in the direction of established goals by clarifying role and task requirements
  - - - Leadership that critically examines the status quo with the view to developing and articulating future strategic goals or vision for the organization
    - - Vision and articulation
      - Personal risk
      - Unconventional Behaviour
      - Sensitivity to followers' needs
    - - The develop an inability to listen to others
      - Because of their overwhelming self-confidence they may become ego-driven
      - They hold an unjustifiable belief in their rightness on issues
      - Employees follow their lead unquestioningly