I/O Flashcards
Situational Leadership Model (Hersey & Blanchard)
4 leadership styles:
Telling:
- high task, low relationship-orientation
- most effective for employees low in ability and willingness
Selling:
- high task, high relationship-orientation
- most effective for employees with low ability and high willingness
Participating:
- low task, high relationship-orientation
- most effective for employees with high ability and low willingness
Delegating:
- low task, low relationship-orientation
- most effective for employees high in ability and willingness
LPC
Fielder’s Contingency Theory
Least preferred coworker scale
High LPC: describes least preferred coworker in favorable terms
-relationship-oriented
-concerned about maintaining good relationships with employees
Low LPC: describes least preferred coworker in unfavorable terms
-task-oriented
-interested in goal achievement
Situational favorableness
The amount of influence and power a leader has.
Low LPC leaders - most effective when situation provides either very little or a lot of influence
High LPC leaders - most effective when situation provides moderate levels of influence
Herzberg’s two-factor theory
Lower-level needs
- little effect on job satisfaction and motivation
- produces dissatisfaction when unfulfilled
- satisfied by hygiene (job context) factors
Higher-level needs
- increases satisfaction and motivation when fulfilled
- does not lead to dissatisfaction when unfulfilled
- satisfied by motivator (job content) factors
VIE theory
An employee will work hard if they have:
- high expectancy: belief that more effort leads to greater performance
- high instrumentality: belief that better performance leads to greater rewards
- positive valence: belief that rewards are desirable
Participating leader
High ability, low motivation employee
Delegating leader
High ability, high motivation employee
Telling leader
Low ability, low motivation
Selling leader
Low ability, high motivation
