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Leadership - Coggle Diagram
Leadership
Theories
Trait
intellectual characteristics
personality characteristics
physical characteristics
Ohio State Leadership Studies
consideration structure
initiating structure
Blake & Mouton Managerial Grid
authority-obedience mgmt.
high concern for production
country-club mgmt.
high concern for people
impoverished mgmt.
low concern for people and production
Fiedler's Contingency Theory
least-preferred coworker
high: relationship-oriented
low: task-oriented
Contingencies
leader-member relations
task structure
position power of leader
Path-Goal Theory
leadership styles: House 1974
Directive: specific
Supportive: encouraging
Achievement-oriented: high expectation / responsibility
Participative: expressive
Vroom-Yetton Normative Model
decision tree
Life Cycle Theory: Hersey 1982
depends on maturity of group
Attribution Models
how conclusions are drawn
Leader-Member Exchange: Dranserau 1975
relationships/exchange
Operant Conditioning & Social Learning Theory
positive reinforcement
modeling
internal mental states
Cognitive Resource Utilization
Extends Fiedler's CT
Culture
social architecture
can be strong or weak
pattern of shared meaning (Trice 1993; Schein 1992)
Levels
Basic values
Artifacts & creations
Basic assumptions
Dimensions (Hofstede 1990)
Member identity
Group Emphasis
People focus
Unit integration
Control
Risk Tolenrance
Reward criteria
Open-systems focus
Means-ends orient
Conflict tolerance
Assessing Culture
Schein 1992
Wilkins 1990
Hofstede 1990
Kotter 1992
Ott 1989
Khademian 2002
cultural roots
Communication
Symbols
Language
Narratives
ractices & Events
Development
clear control
critical incidents
deliberate role modeling
effective reward criteria
coordinate messages
coordinate systems
physical space
employ stories
philosophy
comprehensive org change
Public Orgs differ from Private with external pressures from political actors
inevitable bureaucracy
political showmanship
escalation to the top
surveys of leadership mixed
Public service managers work hard (60+hrs/wk)
contingencies and variations
Entrepreneurial Leaders
Meier and O ’Toole
models to measure public management
Networking
Management capacity
Stability
Develop human capital
Managerial Roles
Allison 1983: Functions of Gen. Mgmt
Strategy
internal
External
Mintzberg 1972: Executive Roles
Interpersonal
Informational
Decisional
Whetten 2002: Mgmt Skills Topics
McCauler 1989: Benchmarks scales
New Theories
Burns 1978
Transformational Leadership
Transcend self-interest
Bass 1985
systemic analysis
uplifting/ low to high order: emotional and intelligence
Idealized influence
Inspirational motivation
Intellectual stimulation
Individualized consideration
Transactional Leadership
exchange rewards for performance
Passive mgmt by exception
Active mgmt by exception
Contingent reward
Charismatic Leadership
attributional theory
self-concept theory
positive vs negative charismatics