Psyc 310 final ch 13
Behavioral leadership theories
(derived from Ohio State and University of Michigan studies) focus on the behaviors common and particular to effective leaders
primarily
According to Fiedler, leaders may be primarily task oriented or ________relationship oriented
unfavorable
According to Fiedler, task-oriented leaders are successful in very ___________ situations (where leader-member relations are poor, the task is unstructured, and the leader has weak position power) because of their take-charge style
Maximizing leadership training effectiveness
Determine training needs Determine "leader developmental readiness" Invest appropriate time and energy in program development and implementation Determine if new skills and/or behaviors will be accepted by the work group and organization Regular evaluations of leadership training programs in terms of key organizational outcomes
Idealized influence, Inspirational motivation, Intellectual stimulation, Individualized consideration
Four components of transformational leadership: •__________ __________: the transformational leader is a positive role model •___________ _________: the leader inspires followers by providing a compelling vision of a positive future •__________ ____________: followers' curiosity and creativity are stimulated and challenged •_______________ ___________: the leader pays personal attention to each member's needs and concerns
In Fiedler's model, to assess the work situation, three variables are examined:
Leader-member relations, task structure, position power
informal
Leaders can be formally recognized by the organization, or individuals can emerge as _________ leaders within work groups because they have some characteristic that the group members value
flexibility
Possession of _________, charisma, and social intelligence are also important for leadership (Riggio, 1986).
neither
Relationship-oriented leaders are most effective when their situational control and influence are _______ very high nor low
Shared leadership
Research in redesigning jobs indicates that leaders may be unnecessary in certain instances, leading to a search for "substitutes for leadership" Job enrichment groups Groups where all members have equal status and high skills/abilities Where work tasks are well structured and intrinsically satisfying to workers __________ _____________, where leadership is shared among the group members rather than being centralized in one person
extraversion
Research indicates that __________, conscientiousness, openness to experience, agreeableness, and emotional stability, in combination, are associated with effective leadership (Bono & Judge, 2004).
high
Task-oriented leaders are also effective in very favorable situations because they encourage ____ productivity
Initiating structure, Consideration
The Ohio State Leadership Studies identified two important leader behaviors: •____________ ___________: leader behaviors that define, organize, and structure the work situation •_____________: leader behaviors that show concern for feelings, attitudes, and needs of followers
effective
The Ohio State researchers concluded that these two dimensions, initiating structure and consideration, were independent of each other. That is, a leader's score on one did not relate to the score on the other. This means that both categories of leader behavior are associated with ________ leadership but that they do not necessarily coexist
Task-orientated behaviors, Relationship-oriented behaviors
The University of Michigan Leadership Studies also identified two important leader behaviors: •_____-__________ ___________, leader behaviors focused on the work task •______________-________ ___________, leader behaviors focused on maintaining interpersonal relationships on the job Both types of behaviors have been linked to effective leadership
general
The major problem with the original trait approach is that it was too ________
more
The primary difference between the Ohio State and University of Michigan studies was that the Michigan results tended to consider relationship-oriented leader behaviors to ____ effective than task-oriented behaviors.
least preferred coworker (LPC)
To assess leaders' task or relationship orientation, leaders use the _____ __________ _________ (___) scale to rate coworkers, specifically the person with whom they had worked least well—"the person with whom you had the most difficulty in getting a job done.": •Persons who give their least preferred coworkers very harsh ratings (low LPC scores) are task-oriented leaders. •Persons who rate their least preferred coworker somewhat leniently (higher LPC scores) are considered to be relationship oriented.
The leader-member exchange model
___ ________-________ ___________ _____asserts that effective leadership is determined by the quality of the interaction between leaders and particular group members. Leader-member exchange can range from low quality to high quality. With high-quality leader-member exchange, there is frequent, positive communication between leaders and members.
The decision-making model
_____ __________-____________ ______is a theory that matches characteristics of the situation with leader decision-making strategies. The theory provides different decision-making strategies. The theory predicts proper leader behavior in making decisions and gives "prescriptions" for the decision maker to follow.
Charismatic leadership theory
_________ __________ _____ states that leaders possess some exceptional characteristics that cause followers to be loyal and inspired. Charismatic leaders communicate shared group goals and convey confidence in their own abilities and those of followers. Charismatic leaders are most effective when goals are unclear and situational conditions are unstable. Some researchers suggest that charismatic leaders possess exceptionally high-quality social skills and an ability to inspire followers at a deep emotional level (Riggio, 1987).
Leadership training and development
______________ _________ ___ ________________can follow two general approaches: Teaching leaders diagnostic skills for assessing situations to determine types of leader behaviors that work best Teaching leaders specific skills or behaviors that they lack A combination of both approaches is likely to be most effective
Traits
are enduring attributes associated with an individual's personality or makeup
Trait theory
attempts to discover the traits shared by all effective leaders
Achievement-oriented behavior
concentrates on particular work outcomes (The path-goal theory)
Participative behavior
encourages members to assume active roles in planning and decision making (The path-goal theory)
Transformational leadership
focuses on the leader's ability to provide shared values and a vision for the future of the work group
Task structure
is an assessment of how well elements of the work task are structured
Leadership
is the ability to guide a group toward the achievement and attainment of goals
Contingency theories
look at the interaction of characteristics of both the leader and the situation
Universalist theories
look for the major and key characteristics common to all effective leaders
Fiedler's contingency model
maintains that effective leadership depends on a match between the leader's style and the degree to which the work situation gives control and influence to the leader. According to Fiedler's contingency model, the key to effective leadership is the control and influence of the leader in a specific situation
Great man/woman theory
maintains that great leaders are born, not made
Position power
power is a leader's authority to punish or reward
Directive behavior
provides instructions and suggestions for job performance (The path-goal theory)
Leader-member relations
refers to the quality of the relationship between leader and followers
Supportive behavior
shows concern for workers' well-being (The path-goal theory)
The path-goal theory
states that a leader's job is to help the work group achieve its desired goals, using one of four categories of behavior
