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Leadership Link Title - Coggle Diagram
Leadership
Link Title
Personal Characteristics Associated with Leadership
Leader Emergence
Concept
Individuals who WILL BECOME leaders possess unique traits compared to those who do not.
Barack H. Obama posses traits that food preparer at Darsa Fried Chicken does not
Traits that can be associated
Openness, Conscientiousness, Extraversion, Low neuroticism, High self-monitoring, Intelligence
Motivation to lead
Affective-identity
Non-caculative
Social normative
Role of gender
Men - emerge as leaders more often in short-term groups and low social interaction groups
Women - emerge as leaders more often in high social interaction groups
Leader Performance
Concept
Leaders that PERFORM WELL possess certain characteristics that poorly performing leaders do not.
example: excellent leaders might be intelligent, assertive, and independent, meanwhile poor leader might be shy, aloof, and calm
Traits
Self-monitoring - adapting their behaviours align with the leadership requirement
Shyness
Cognitive ability
Sternherg, 2017 - three variables for effective leadership; Wisdom, Intelligence, and Creativity (WIC)
Task vs Person Oriented
Task Oriented
GIving directions
Setting goals
Making own decisions
Person oriented
High consideration
Believe that employee is intrinsically motivated
Seek Responsibility
Needs
Need for power
Need for achievement
Low need for affiliation
Interaction between the Leader and the Situation
SItuational Favorability
Fiedler’s contigency model
any individual’s leadership style is effective only in certain situations
Rather than teaching individual to change their leadership, concentrate on helping understand their style of leadership
Assessment: Least-Preferred Coworker (LPC) scale
a) High LPC Score: Indicates a leader more concerned with interpersonal relations, similar to consideration leaders.
b) Low LPC Score: Indicates a task-oriented leader, similar to initiating-structure leaders.
Variable for The Favorablenesss
Task Structurednes
Leader Position Power
Leader-member Exchange
Organisational Climate
Theory of IMPACT
Informational style in a climate of ignorance
Magnetic style in a climate of despair
Affiliation style in a climate of anxiety
Coercive style in a climate of crisis
Tactical style in a climate of disorganisation
Position style in a climate of instability
Subordinate Ability
Definition: Abilities and attitudes of the leader’s followers and how these abilities interact with the style and characteristics of the leader
Path-Goal Theory
Instrumental style
Supportive style
Participative style
Achievement-oriented style
Situational Leadership Theory
R1: Unable and unwilling or insecure - Directing approach
R2: Unable but willing or confident - Coaching approach
R3: Able but unwilling or insecure - Supporting approach
R4: Able but unwilling or insecure - Delegating approach
Relationships with the Subordinates
Leader-member exchange (LMX) theory
In-group subordinate - trust and friendly relationship, less discipline, involve decision-making
Out-group subordinate - given direct orders, treated differently
Leadership a leader possess and combined for effectiveness
Leadership through vision
Type of leadership
Transactional leadership
Transformational leadership
Characteristic of good leaders
Differentiation
Values
Vision
Transmission Of Vision And Values
Flaws
Yuki guideline for transformation leaders
Leadership through power
Reward Power
coercive Power
Legitimate power
Referent Power
Expert Power
Leadership through contact
Leaders interest with employees
Leadership through persuasion
The message
Threats
Persuasion by communication
Leadership through decision making
Vroom-Yetto Model (flowchart)- decision tree help decide between decide alone/ involve others
Main leadership perspective
Trait theory
Situational theory
Behavior theory