evolution of leadership theories
universalist
earliest approach, focused on traits or key characteristics
evolution of leadership theories
behavioral
theory derived from Ohio state & University of Michigan. Examine the actual behavior of effective leaders to determine what kinds of behavior led to success
contingency theories differ from earlier theories
- Effectiveness depends on the match between the leader & the situation
- Builds on the behavioral theories, using the leader behavior dichotomies – tasked-oriented/initiating structure & relationship-oriented/consideration – as starting point
Least Preferred Coworker (LPC) scale rationale
rate their most difficult fellow worker
When is relationship oriented leaders would be more effective according to Fiedler ?
moderate situation
path goal theory
states that a leader’s job is to help the work group achieve their desired goals, using one of four categories of behavior
4 patterns of path goal theory
directive
provides instructions & suggestions for performing a job
4 patterns of path goal theory
achievement-oriented
concentrated on particular work outcomes
4 patterns of path goal theory
supportive
focusing on interpersonal relationships & showing concern for workers’ well-being
4 patterns of path goal theory
participative behavior
encourages members to assume an active role in group planning & decision making
LMX and employee relationships
asserts that effective leadership is determined by the quality of the interaction between leaders & particular group members
Transformational leadership strategies
focuses on leader’s ability to provide shared values and a vision for the future of the work
4 components:
- idealized influence
- inspirational motivation
- intellectual stimulation
- individual consideration
Ohio state
Behavioral theories
initiating structure - behaviors that define, organize, and structures the work situation
consideration - behaviors showing concern for the feelings, attitudes, and needs of followers
*they are both INDEPENDENT of each other => they are NOT related to one another
university of michigan
behavioral theories
task-oriented - focused on work task
relationship-oriented - focused on maintaining interpersonal relationships on the job
R-O:
- most effective
- lower turnover
- higher worker satisfaction
decision making process
theory that matches characteristics of the situation w/ leader decision making strategies
decision making process
- autocratic decision I
leader makes the decision alone, using info available only
decision making process
- autocratic decision II
leader obtains info from subordinates and then makes a decision alone
decision making process
- consultative decision I
leader shares the prob with relevant subordinates and gets their ideas and input individually, but makes the decision alone
decision making process
- consultative decision II
leader shares the prob with subordinates as a group, gets collective input, but makes decision alone
decision making process
- group decision
leader shares the prob with subordinates as a group and together they make a consensus decision
