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Leadership - Coggle Diagram
Leadership
Fiedler's Contingency Theory
Premise: Fiedler's Contingency Theory is based on the idea that leadership effectiveness depends on the interaction between a leader's style and the situational favorableness (or "contingency") of the situation. The key concept is that there is no one-size-fits-all leadership style, and the effectiveness of a leader's style depends on the specific circumstances.
Leadership Styles: Fiedler identified two primary leadership styles: task-oriented and relationship-oriented (or “person-oriented”). Task-oriented leaders focus on achieving objectives, while relationship-oriented leaders emphasize building positive interpersonal relationships.
Least Preferred Coworker (LPC) Scale: Fiedler introduced the LPC scale, which measures a leader's preferred style based on their least preferred coworker. Leaders with high LPC scores tend to be relationship-oriented, while those with low LPC scores are typically task-oriented.
Contingency Factors: Fiedler's theory considers three key situational factors to determine leadership effectiveness: leader-member relations, task structure, and position power. The combination of these factors categorizes a situation as either favorable, moderate, or unfavorable for a leader's style.
Effectiveness: Fiedler's theory suggests that task-oriented leaders are more effective in situations of extreme favorableness or unfavorableness, while relationship-oriented leaders are most effective in moderately favorable situations
It says that the effectiveness of a leader depends on the situation.
Cognitive Resource Theory
Premise: Cognitive Resource Theory is a leadership theory that builds on the concept that intelligence and experience influence leadership effectiveness. Developed by Fred Fiedler and Joe Garcia, this theory suggests that while high intelligence (IQ) is almost always an asset, a leader’s effectiveness in using their cognitive resources is also situational.
Cognitive Resources: Cognitive Resource Theory posits that leaders with high cognitive resources are better equipped to process information, make decisions, and adapt to changing circumstances. These leaders can effectively manage complex tasks and solve problems.
Leadership Effectiveness & Situational Moderation: In low complexity situations, intelligence does not play as important a role in leadership. Highly intelligent leaders are much more equipped to handle complex and ambiguous situations, however, high stress and pressure can somewhat negate this advantage. In situations of high stress, leaders with more relevant experience tend to perform better.
It says that when we're doing tasks, we have a limited amount of mental "stuff" we can use to get them done. This "stuff" is our cognitive resources, like attention, memory, and problem-solving skills. So, Cognitive Resource Theory helps us understand how we manage our mental energy when we're doing different tasks at the same time
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Path-Goal Theory of Leadership
Leaders as Guides: In this theory, leaders are seen as guides or facilitators who assist their team members in reaching their goals.
Clarification: Leaders clarify the path to goals by setting expectations, defining tasks, and providing guidance.
Supportive Leadership: Leaders may need to offer various types of support, such as coaching, mentoring, or removing obstacles.
Contingency Approach: The leadership style should be contingent upon the characteristics of the followers and the task at hand.
Goal Attainment: The ultimate aim is to enhance followers' satisfaction and motivation, which leads to achieving their goals and, consequently, organizational goals.
For example, a manager may adopt a supportive and participative leadership style when working with a team of new employees who require guidance and motivation to meet their targets.
It is like having a GPS for leadership. the goal is to make the journey easier for your team so they can reach their destination effective
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