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TOPIC 10: LEADERSHIP IN ORGANIZATIONAL - Coggle Diagram
TOPIC 10: LEADERSHIP IN ORGANIZATIONAL
CONTINGENCY PERSPECTIVE OF LEADERSHIP
PATH-GOAL THEORY OF LEADERSHIP - a contingency theory of leadership based on the expectancy theory of motivation that relates several leadership styles to a specific employee and situational contingencies.
SERVANT LEADERSHIP - the view that leaders serve followers, rather than vice versa; leaders help employees to fulfill their needs and are coaches, stewards, and facilitators of employee performance.
PATH-GOAL LEADERSHIP STYLES
DIRECTIVE - same as task-oriented leadership, includes behaviors that provide a psychological structure for subordinates, clarifying performance goals, the means to reach those goals, and the standards against which performance will be judged.
SUPPORTIVE - same as people-oriented leadership. The leader is friendly and approachable, makes the work more pleasant, treats employees with respect, and shows concern for the status, needs, and well-being of employees.
ACHIEVEMENT ORIENTED - includes behaviors that encourage employees to reach their peak performance. The leader sets challenges and goals and expects employees to perform at their highest level, continuously seeks improvement in employee performance, and shows a high degree of confidence that employees will assume responsibility and accomplish challenging goals.
PARTICIPATE- encourage and facilitate employee involvement in decisions beyond their normal work activities. The leader consults with his or her staff, asks for their suggestion, and carefully reflects on employee views before making a decision.
PATH-GOALS LEADERSHIP THEORY
EMPLOYEE CONTINGENCIES -skill, experience, and locus of control
LEADER AND EFFECTIVENESS - employee motivation, employee satisfaction, and leader acceptance
LEADER BEHAVIOR- directive, supportive, participative achievement-oriented
ENVIRONMENTAL CONTINGENCIES - task structure and team dynamics
CONTINGENCIES OF PATH-GOAL THEORY
SKILL AND EXPERIENCE- a combination of directive and supportive leadership is best for employees who are (or perceive themselves to be) inexperienced and unskilled, provides information about how to accomplish task
LOCUS OF CONTROL- people with an internal locus of control believe that they have control over their work environment
TASK STRUCTURE-leaders should adopt the directive style when the task is nonroutine, because this style minimizes role ambiguity that tends to occur in complex work
TEAM DYNAMICS - cohesive teams with performance-oriented norms act as a substitute for most leader interventions. High team cohesion substitutes for supportive leadership, whereas performance-oriented team norms substitute for directive and possibly achievement-oriented leadership
OTHER CONTINGENCY THEORIES
SITUATIONAL LEADERSHIP THEORY
- suggests that effective leaders vary their style with the ability and motivation (or commitment) of followers, telling, selling, participating, and regelating
FIDLER'S CONTINGENCY MODEL
depends on the level of situational control, that is the degree of power and influence that the leader possesses in a particular situation
-recognize the importance of the leader's power in determining the best leadership style
-leaders might not be able to change their style easily to fit the situation
LEADERSHIP SUBSTITUTES - identifies conditions that either limit the leader's ability to influence subordinates or make a particular leadership style unnecessary.
TRANSFORMATIONAL PERSPECTIVE OF LEADERSHIP - a model of leadership that relies on the encouragement of a team to realize overall success. By raising a team's morale and self-confidence, the team can then align itself to an overall vision or common purpose
TRANSFORMATIONAL VERSUS TRANSACTIONAL LEADERSHIP
TRANSFORMATIONAL LEADERSHIP
-focuses on inspiring other to follow
it requires a high degree of coordination, communication and cooperation
TRANSACTIONAL LEADERSHIP
-based on processes and control
-requires a strict management structure
TRANSFORMATIONAL VERSUS CHARISMATIC LEADERSHIP
TRANSFORMATIONAL LEADERSHIP
-common vision and focuses on improving
-evolving all team members to reach another level
-build on transparency and empowerment
-developing of the individuals as a prioritized
CHARISMATIC LEADERSHIP
-gravitates around the leader and the persona of the leader
-built on listening to what the charismatic leader tells you
-the followers are more tools to reach the target
ELEMENTS OF TRANSFORMATIONAL LEADERSHIP
DEVELOPING AND COMMUNICATING STRATEGIC VISION
-refers to an idealized future with a higher purpose
-vision: a positive representation of a future state that energizes and unifies employees (sometimes created by the leader)
MODEL THE VISION - legitimizes and demonstrates what the vision looks in practice
COMMUNICATING THE VISION - generate meaning and motivation in followers by relying on symbols, metaphor, stories, and other vehicles that transcend plains language
ENCOURAGE EXPERIMENTATION - encourage employees to question current practices and to experiment with new ways that are potentially more consistent with the vision's future state
EVALUATING TRANSFORMATIONAL LEADERSHIP
TRANSFORMATIONAL LEADERSHIP IS IMPORTANT
-higher employee satisfaction
-performance
-organization citizenship, and creativity
TRANSFORMATIONAL LEADERSHIP LIMITATIONS
-some models have circular logic
transformational leaders are defined by their success rather than behavior (result: those models have no predictive value)
UNIVERSAL THEORY
*need a contingency-oriented theory
*recognize differences across cultures
IMPLICIT LEADERSHIP PERSPECTIVE
LEADERSHIP PROTOTYPES - the preconceived image of an effective leader, used to evaluate leader effectiveness
ROMANCE OF LEADERSHIP EFFECT - amplify the effect of leaders on organizational results, fundamental attribution error and the need for situational control
CULTURAL ISSUES IN LEADERSHIP
SOCIETAL CULTURAL VALUES AND PRACTICES AFFECT LEADERS - shape leader's values/ norms, influence decisions and actions, and shape follower prototype of effective leaders
SOME LEADERSHIP STYLES ARE UNIVERSAL, OTHERS DIFFER ACROSS CULTURES
-"charismatic visionary" seems to be universal
-participate leadership works better in some cultures than in others