Lesson 4: Leadership Theories Flashcards
What is Fiedlers Theory?
- Good relationship depends on a match between leadership and situational demands
- Leadership style is determined by rating a leaders at least preferred co- worker scale (LPC scale)
- Believes leadership style is part of one’s personality
- difficult to change - Believes the key to success is finding the best “fit”
What are the 2 types of behaviours in Fiedlers Theory? explain them
- Task oriented behavior = leader focuses on the task
- Are most successful in specific situations- Very favorable (high control) situations
-Very unfavorable (low control) situations
- Very favorable (high control) situations
- Relationship oriented behavior = leader focuses on personal relationships
- are most successful in situations of moderate control
What are the two dimensions of the leadership grid in Blake and Mouton Leadership Grid?
- Concern for Task
- Concern for People
Team Manager in the Blake and Mouton leadership grid
- High task concern; high people concern.
- Focuses on building participation and support for a shared purpose
Authority-Obedience manager in the Blake and Mouton leadership grid
- High task concern; low people concern.
- Focuses on efficiency of tasks and operations
Country Club manager in the Blake and Mouton leadership grid
- High people concern; low task concern.
- Focuses on peoples needs, building relationships
Impoverished Manager in the Blake and Mouton leadership grid
- Low task concern; low people concern.
-Focuses on minimum effort to get work done
Middle of the Road Manager in the Blake and Mouton leadership grid
- Non-committal for both task concern and people concern
- Focuses on balancing work output and morale
Explain House’s Path-Goal Leadership Theory
- Effective leadership deals with the paths through which followers can achieve goals.
- Leader (to be effective) varies their behavior depending on the personal goals of each follower
What are the 4 behaviours a leader exhibits in House’s Path-Goal Leadership Theory
Directive leadership
Supportive leadership
Achievement-oriented leadership
Participative leadership
Explain Directive Leadership in House’s Path-Goal Leadership Theory
- Communicate expectations.
- Give directions.
- Schedule work.
- Maintain performance standards.
- Clarify leader’s role
- Use directive leadership when job assignments are ambiguous.
Explain Supportive Leadership in House’s Path-Goal Leadership Theory
- Make work pleasant.
- Treat group members as equals.
- Be friendly and approachable.
- Show concern for subordinates’ well-being
- Use supportive leadership when worker self-confidence is low.
Explain Achievement-Oriented in House’s Path-Goal Leadership Theory
- Set challenging goals.
- Expect high performance levels.
- Emphasize continuous improvement.
- Display confidence in meeting high standards.
- Use achievement-oriented leadership when task challenge is insufficient.
Explain Participative Leadership in House’s Path-Goal Leadership Theory
- Involve subordinates in decision making.
- Consult with subordinates.
- Ask for subordinates’ suggestions.
- Use subordinates’ suggestions.
- Use participative leadership when performance incentives are poor.
Explain follower contingencies in House’s Path-Goal Leadership Theory
- Ability
- Experience
- Locus at control
Explain environmental contingencies in House’s Path-Goal Leadership Theory
- Task structure
- Authority system
- Work group
When to use House’s Path-Goal Leadership Theory
- Use directive leadership when job assignments are ambiguous.
- Use supportive leadership when worker self-confidence is low.
- Use participative leadership when performance incentives are
poor. - Use achievement-oriented leadership when task challenge is
insufficient.
What is Hersey-Blanchard Situational Leadership Model?
- Leaders adjust their styles depending on the readiness of their followers to perform in a given situation.
- Readiness — how able, willing and confident followers are in performing tasks.
Explain participating (share ideas) on Hersey-Blanchard Situational Leadership Model
- High relationship behavior; low task behavior
- Followers able, unwilling, insecure
Explain selling (explain decisions) on Hersey-Blanchard Situational Leadership Model
- High relationship behavior; high task behavior
- followers unable, willing, confident
Explain delegating (turn over decisions) on Hersey-Blanchard Situational Leadership Model
Low relationship behavior; low task behavior
Followers able, willing confident
Explain telling (give instructions) on Hersey-Blanchard Situational Leadership Model
- Low relationship behavior; high task behavior
- Followers unable, unwilling, insecure
Explain Vroom-Jago Leader Participation Theory
Helps leaders choose the method of decision making that best fits the nature of the problem situation.
What are the 3 basic decision in Vroom-Jago Leader Participation Theory
- Authority decision (decide alone)
- Consultative decision (considers group suggestions)
- Group decision
What are the 3 contingency factors of Vroom-Jago Leader Participation Theory?
- Decision Quality
Who has the information needed for problem solving. - Decision Acceptance
Importance of subordinate acceptance to eventual implementation. - Decision Time
Time available to make and implement the decision.
When to use authority-oriented decision methods?
- The leader has greater expertise to solve a problem.
- The leader is confident and capable of acting alone.
- Others are likely to accept and implement the decision.
- Little or no time is available for discussion.
When to use group-oriented and participative decision methods?
- The leader lacks sufficient information to solve a problem by himself/herself.
- The problem is unclear and help is needed to clarify the situation.
- Acceptance of the decision and commitment by others is necessary for implementation.
- Adequate time is available for true participation.
What are the benefits of participative decision methods
- Help improve decision quality.
- Help improve decision acceptance.
- Helps develop leadership potential.
What are Potential disadvantages of participative decision methods?
- Lost efficiency.
- Not particularly useful when problems must be solved immediately.
