Leadership Theories Flashcards
Trait Theory
Leaders are identified through certain innate characteristics that followers do not possess (and probably cannot acquire) such as physical characteristics and personality traits
Behavioral Theory
Leaders influence group members through certain behaviors
Blake-Mouton Theory
Two Dimensions:
- Task (initiating structure)
- Employee (consideration)
5 Types of Managers:
- Country club - low task, high consideration
- Impoverished - low task, low consideration
- Authoritarian- high task, low consideration
- Middle of the road - midpoint on both
- Team Leader - high task, high consideration (goal)
Situational Theories
Leaders can flex their behaviors to meet the needs of unique situations, employing both task (using directive behaviors) and relationship (using supportive behaviors) with employees
Hersey-Blanchard Situational Leadership
Two axes: supporting behavior and directing behavior
4 Quadrants that require leader to demonstrate different behaviors and correspond to employee development
1-Telling (employee not motivated or competent)
2- Selling (becoming more competent but still needs focus and motivation)
3- Participating (motivated, engaged, and competent team member)
4- Delegating (very competent team member, susceptible to losing focus and motivation)
Fiedler’ Contingency Theory
A leader is most effective when the leader’s skills match the needs of the situation - both task and team.
Situation Favorableness:
-leader/ member relationships are strong, task structure and requirements are clear and the leader can exert necessary power to reach group’s goal
-unfavorable situations must be changed to improve group (and leader) effectiveness
Path-Goal Theory
Leader performs the behavior needed to help employees stay on track toward their goal. Involves addressing different types of employee needs.
- Directive - help the employee understand the task and goal
- Supportive - try to fulfill the employee’s relationship needs
- Achievement- motivate by setting challenging goals
- Participative- provide more control over work and leverage group expertise through participative decision making
Emergent Theory
Leaders are not appointed but emerge from the group, which chooses the leader based on interactions
Needs Theory: Maslow
5 basic categories of needs met in ascending order:
- Pyhsiological
- Safety and security
- Belonging and love
- Esteem (both self-esteem and admiration of others)
- Self-actualization
Needs Theory: Herzberg
2 Factors affecting behavior: motivation (intrinsic) and hygiene (extrinsic)
Intrinsic factors: challenging work, meaningful impact of work, recognition
Extrinsic factors: job security, pay, conditions
Needs Theory: McClelland
Individuals motivated by 3 desires:
- Achievement (accomplishment)
- Affiliation (feeling part of a group)
- Power (influence over others)
Expectancy Theory
Effort increases in relation to one’s confidence that the behavior will result in positive outcome and reward.
Vroom:
-Level of effort depends on:
-Expectancy (belief in probability of
anticipated outcome)
-Instrumentality (belief behavior will lead to an
outcome)
-Valence (strength of desire of the outcome)
Attribution Theory
The way a person interprets the causes for past success or failure is related to the level of motivation. A leader can help employees accurately attribute causes and create opportunities for success.
Attribution Theory: Heider, Weiner, others.
3 Attribution Factors:
- Stability (degree to which a factor changes)
- Center of control (internal or external)
- Controllability (whether a cause can be controlled)
4 Attribution States:
- Negative: learned helplessness and aggression
- Positive: empowerment and resilience
Goal-Setting Theory
Motivation can be increased by providing employees with goals against which they can assess their achievement. Optimally, employees should be involved in designing goals and supported in achieving their goals.
Characteristics of effective goals:
- Specific and clear
- Important to individual
- Realistic but challenging
- Feedback to help employees determine effectiveness in their effort
