Please enable JavaScript.
Coggle requires JavaScript to display documents.
Leadership in Organizations - Coggle Diagram
Leadership in Organizations
Leadership Theories
Trait Theories
Physical characteristics
Intellectual characteris
Personality characteristics
The Ohio State Leadership Studies
Developed questionnaires
2 key aspects of leaders
Consideration
Initiating structure
Managerial grid approach
Blake and Mouton (1984)
Concern for people
The combination result in
Authority-obedience management
Country club management
Impoverished management
Team management
Concern for production
Contingency Theory of Leadership
Fiedler (1967)
Least preferred coworker (LPC)
Low-LPC leaders
Key contingencies
Leader-member relations
Task structure
Leader's position power
High-LPC leaders
Leader match procedure
The Path-Goal Theory of Leadership
Show goals, paths & how to follow paths effectively
House and Mitchell (1974)
4 leadership styles
Directive
Supportive
Achievement-oriented
Participative
House (1996)
Offered an elaborate reformulation of the theory
The Vroom-Yetton Normative Model
Vroom and Yetton (1973)
The involvement of subordinates
Life-Cycle Theory
A form of contingency theory
Hersey and Blanchard (1982)
Ddimensions of maturity
Low level of maturity
High level of maturity
Attribution Models
Based on social psychology
A partial approach
Responses to subordinate's performance
Leader-Member Exchange Theory (LMX)
Dansereau, Graen, & Haga (1975)
Dyadic relationships between a leader & subordinates
Low-exchange relationships
High-exchange relationships
Operant Conditioning and Social Learning Theory Models
Earlier approaches
Emphasized positive reinforcement
Later approaches
Albert Bandura (1978, 1997)
Emphasized on learning and behavioral changes
Cognitive Resource Utilization Theory
Fiedler and Garcia (1987)
Based on Feidler's contingency theory
The cognitive abilities of a group Based on its leadership
Managerial Roles and Skills
Prevalence of the POSDCORB
Functions of general management
Allison (1983)
Strategy
Managing internal components
Managing external constituencies
Executive roles
Mintzberg (1972)
Interpersonal
Informational
Decisional
Management skill topics
Whetten & Cameron (2002)
Introduced 9 skillsets
The benchmarks scales
McCauley, Lombardo, & Usher (1989)
Offered 12 characteristics
Forms of leadership
James MacGregor Burns (1978)
Transactional leadership
Focus on needs & rewards
Burns treated them as two polar
Transformational leadership
Focus on higher level goals
Bass (1985, 1998)
Transformational leadership
Emotional component
Involves charisma
Intellectual component
Involves careful attention
Bass and colleagues (1985, 1998)
A questionnaire instrument
Transformational Behaviors
Idealized infl uence
Intellectual stimulation
Individualized consideration
Inspirational motivation
Transactional Behaviors
Contingent reward
Passive management by exception
Active management by exception
Bass believed in the interaction of them
Charismatic Leadership
Have similarities and overlaps with transformational leadership
Shamir et al. (1998)
Based on Max Weber ’s ideology
Attributional theory
Emphasize on a matter of the characteristics
Self-concept theory
Emphasize on observable characteristics
Positive charismatics
Exert the beneficial forms of influence
Negative charismatics
Self-absorbed, dependent on adulation, & excessively self-confident leaders
Leadership and Organizational Culture
Conceptions and Dimensions
Schein(1992)
Levels & basic assumptions of organizational culture
Levels of Organizational Culture
Artifacts and creations
Basic values
Basic assumptions
Key Dimensions of the Basic Assumptions
The organization ’s relation to its environment
The nature of reality, & the basis for decisions
The nature of human nature
The nature of human activity
Hofstede, Neuijen, Ohayv, & Sanders(1990)
Dimensions of organizational culture
Member identity
Group emphasis
People focus
Unit integration
Control
Risk tolerance
Reward criteria
Conflict tolerance
Means-ends orientation
Open-systems focus
Variations among cultures
Strong
Members strongly adhere to
the organization’s basic values and assumptions
Weak
Members feel little consensus and commitment
Assessing the culture
Procedures for measuring
Interviews
Schein(1992),Wilkins(1990)&Hoftede et al(1990)
Self-assessment questions
Wilkins(1990)
Survey research questionnaires
Hoftede et al(1990)&Kotter&Heskett(1992)
Khademian (2002)
Cultural roots framework
The Communication of Culture
The forms transmit information about the organization
Symbols
Language
Narratives
Practices and Events
Cultural Development in organizations
Strategies to lead the development of effective culture
Make clear what leaders will monitor, ignore, measure, or control
React to critical incidents and organizational crises
Practice deliberate role modeling, teaching, and coaching
Establish effective criteria for granting rewards and status, for promotion or punishment
Coordinate organizational designs
Coordinate organizational systems
Design physical spaces to communicate the culture
Employ stories about events and people
Develop formal statements of the organizational philosophy or creed
Approach cultural leadership as comprehensive organizational change
Leadership in public vs. private
In public organizations
Try to control behavior rather than outcomes
Diferences
Hierarchy
Political restrictions
Mixed leadership
Working harder
More contingencies