Ch 11: Leadership Flashcards
Leadership
capacity to direct, energize people to achieve goals
Early leadership theory focused on physical characteristics such as
height
Intelligence
In 1955, Katz identified these three skills as important to leadership
- Technical skills (knowledge, competencies
- Human skills (sensitivity, motivation)
- Conceptual skills (problem solving, abstract thinking
Skill based model of leadership
Mumford, Zaccaro, Harding, Jacobs, Fleishman
Leadership can be developed by increasing these competencies:
Problem solving
Social judgment
Knowledge
Observations about leaders fall into two dimensions
- Consideration: concern for relationships with subordinates
- Initiating structures: setting standards, assigning roles, pressing for productivity.
Blake and Mouton Managerial Grid (1984)
- Organization characteristics-concern for people, production
- Authority -obedience management-low concern for people, high concern for production
- Country club management-high concern for people, low concern for production
- Impoverished management-low concern for people and production
- Team management-high concern for people and production
Fred Fiedler (1967) described this theory as the relationship between leadership style and the organizational setting
Contingency Theory
LPC Scale
Least Preferred Coworker Scale
Part of Fielder’s Contingency Theory
20 numerical scales of personal characteristics
Fiedler said that organizations must alter setting
to fit their leader
When leaders help employees achieve important goals, they increase
motivation and satisfaction.
Path-Goal Theory
House and Mitchell (1974) described four leadership styles:
- Directive
- Achievement oriented
- Participative
- Supportive
Vroom & Yetton’s Normative Model (1973)
Decision tree that helps leaders decide how much to involve subordinates in decisions.
Factors include quality of the decision, necessary information, whether the problem is well structured, whether acceptance is important, whether conflict is likely.
Hersey & Blanchard (1982) discussed maturity of groups in this theory
Life-cycle theory
Mature groups have higher capacity for accepting responsibility
Attribution Models
Explain how leaders draw conclusions about how and why their subordinates are performing.
If employee has good track record, leader assumes it’s not the employee’s fault.
LMX Theory, Dansereau, Graen, Haga
Low exchange relationships: little mutual influence between leader, subordinate
High exchange relationships: trusted subordinates; loyalty, high responsibility
This leadership researcher said that Operant Conditioning Theory needed to be expanded to include:
Learning from others
Mental Symbols-rehearsal, memorization
This is called Social Learning Theory
If the group supports the leader and the task requires cognitive abilities,
cognitive abilities of the group determine its performance.
If the group does not support the leader,
external factors (such as task difficulty), rather than cognitive ability, will determine performance.
According to Fletcher and Kaufer, shared leadership is
a social process that is dynamic and multi-dimensional. Shared leadership practices among many leaders in an org.
Servant Leadership, Robert Greenleaf (1977)
Primary role of leaders is to understand and serve the needs of followers.
According to Dirk Van Dierendonck, characteristics of shared leadership include:
Confidence Humility Integrity Empathy Direction Stewardship
This type of leader motivates employees through a sense of morality, honesty and integrity
Authentic leader
Avolio, Luthans and Walumbwa describe authentic leadership as
including strong moral character, cognitive confidence, optimism, hope, resilience, attentive to environment, deep awareness of values and capabilities of others.
Transactional leaders
McGregor Burns, 1978
Motivate followers by recognizing needs, providing rewards in exchange for performance & support
