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Effective Leader in Public Organization - Coggle Diagram
Effective Leader
in Public Organization
Leadership
Theories
Traits Theories
Physical
Intellectual
Personality
Behavior Theories
OSU
Consideration
Initiating structure
Managerial Grid Approach
(Blake & Mouton, 1984)
concern for people
concern for production
Impoverished
Team leader
Country Club
Authority-Obedience
Contingency Theories
Fiedler’s theory (1967)
High-LPC leaders (relationship-oriented)
Low-LPC leaders (task-oriented)
Contingencies
Leader-member relations
Task structure
Position power of the leader
The Path-Goal Theory
Leadership style
Directive, Supportive, Achievement-oriented, Participative
Subordinates’ Personal Characteristics
Ability
Locus of control
Environmental Characteristics
Task structure
Clear goals
Life-Cycle Theory
(Hersey&Blanchard, 1982)
Level of maturity of the group
Relationship behavior
Task behavior
Telling
Selling
Participating
Delegating
Relationship Theories
The Leader-Member Exchange (LMX)
high-exchange relationships
low-exchange relationships
Definition
The capacity of someone
to direct and energize people
to achieve goals
Creating and
upholding culture
Managerial Work
& Roles
POSDCORB
planning, organizing, staffing, directing, coordinating, reporting, and budgeting
Allison (1983)
Functions of general management
Strategy
Managing internal components
Managing external constituencies
Mintzberg (1972)
Executive Roles
Interpersonal: Figurehead, Leader, Liaison
Informational: Monitor, Disseminator, Spokesperson
Decisional: Entrepreneur, Disturbance handler, Resource allocator, Negotiator
Transformational
leadership
Transactional
Contingent reward
Passive management by exception
Active management by exception
Transformational
Emotional and intellectual
component
Idealized influence
Intellectual simulation
Individualized consideration
Inspirational motivation
Charismatic
Influence followers through exceptional personal qualities
Positive or Negative
Transformational vs Charismatic
Organizational
Culture
The pattern of shared meaning
in an organization
Various levels
Shein (1992)
Artifacts and creations
Basic values
Basic assumptions