Leadership Content (For A2) Flashcards
What is Leadership?
Leadership is a process in which one person influences an individual or a group to achieve shared and individual objectives & goals.
“The process of influencing others to understaand and agree about what needs to be done and how to do it, & the process of facilitating individual & Collective efforts to accomplish shared objectives (Gary Yukl 2006)
What is the trait theory of leadership (Katz & Khan 1978)
- Belief that people are born / made with certain traits (genetically determined distinguishable quality of a person) qualities enabling them to excel in leadership roles
focused on analysing mental, physical and social characteristics to gain better understanding of common characteristic (or combinations of) amongst leaders (age, gender, height, weight & ethnicity)
believed that these characteristics make a “good leader”
Criticism’s of Trait Theory of leadership
Vague & limited value in trying to identify leaders
Can’t demit a definitive list of leadership traits
Not effective for leadership training & development
What are contingency / situational approaches to leadership?
Contingency - no best way to lead organize company. Action is dependent upon the situation, and the a leader will apply their leadership style to situation
Situational - there are certain situational variables that can determine a situation / A leaders favour may changed based on external situational variables
Belief that leadership style is less dependent on
innate traits / observable behavioural
styles
more dependent on context of leading (
nature of work, the internal working
environment, external
economic & social environment
(Fiedler, 1964)
What is the Path-Goal theory of Leadership (House, 1996)
Contingency based leadership model, focuses on how leaders can enhance employee satisfcaction & performance by adjusting & adapting their leadership style according to a situation, and can apply said styles as needed.
Effective leaders motivate employees by helping them understand their needs & expectations can be fufilled through job performance
Theory emphasises that ability & commitment to providing employees with psycholgical, techincal support, info and additional resources to complete tasks is crucial to leader effectiveness
Leadership effectiveness is dependent on two contingencies:
Employee relevant contingencies (Employee compencies, knowledge, skills, experience & personality)
Environmental relevant contingencies ( Nature of teams, structure & nature of tasks)
What are (House, 1996) Four leadership styles?
House identified these styles as being applicable to different situations
Directive - Clarifies goals, what must be done to achieve them & outcomes of achieving goals, using rewards, discipline & punishment & are task oriented
Supportive - Shows concern for needs (especially psychological & aspirations of people at work. Provide a supportive & enjoyable working environment
Participative - Actively seeks & encourages input & involvement of staff in decision making & other work related issues
Achievement oriented - expects highest commitment to excellence both at a personal & organizational level. Believes that work should be challenging & that people will strive towards achieving these goals by assuming responsibility
What are Leadership behaviours
Specific task (Planning, clarifying roles and obj)
Consideration (Relationship building)
Person Oriented
What is the Michigan Continuum? (1961)
Groups with product oriented supervisors (Supervisors more directive & concerned with task needs rather than people)
Groups with employee oriented supervisors (Supervisors paid more attention to work relations, exercised less direct supervision, encourage employee participation in decision making
Functional / action centred leadership (Adair, J. 1973)
Focuses on how leadership occurs, developed by studying successful leaders & identifying actions & behaviours demonstated
Belief that leadership can be taught, doesn’t depend on a persons traits, & is a transferrable skill. Demonstrates this through his model of leadership, with 3 factors that overlap
(task can only be performed by team, team can only achieve task through fully developed individuals, individuals will be motivated & challenged by task )
Functional model of leadership (Adair, J. 1973)
Task - Task needs, setting obj, planning task, allocation of responsibilities
Group - group needs, team building, motivation, communication, discipline
Individual Maintenance - Directed towards needs of individuals, coaching, counselling, motivation & development
To be effective - leader must achieve tasks, build & maintain team, & develop individuals - Achieving task builds team and satisfies individuals
Transactional & Transformational leaders
page 65
Transactional - Those who lead through social exchange, offering financial rewards for productivity. Leadership limited to rewards for punishment, carrots for compliance,
transformational - Stimulate & inspire followers to achieve extraordinary outcomes, help followers grow and develop into leaders by responding to individual follower needs
