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Leaders. Followers. Followers. Leaders. Leaders. Leaders. Followers. Leaders. Followers. Questions. for. LEADERSHIP. Research. Leaders. Followers. Leaders. Followers. Trait. THEORY. Leaders. Followers. Leaders. Fred Fiedler. Followers. Semantic. Differential. Scale.

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slide1

Leaders

Followers

slide2

Followers

Leaders

slide3

Leaders

Leaders

Followers

slide4

Leaders

Followers

slide5

Questions

for

LEADERSHIP

Research

Leaders

Followers

slide6

Leaders

Followers

slide7

Trait

THEORY

Leaders

Followers

slide8

Leaders

Fred Fiedler

Followers

slide9

Semantic

Differential

Scale

Leaders

LPC Scale

Least Preferred Coworkers

@ 18 Items

X

:---:---:---:---:---:---:---:---:

slide10

Pleasant

Friendly

Unpleasant

Unfriendly

LPC Scale

Least Preferred Coworkers

Semantic Differentials

X

:---:---:---:---:---:---:---:---:

slide11

Accepting

Helpful

Rejecting

Frustrating

LPC Scale

Least Preferred Coworkers

Semantic Differentials

:---:---:---:---:---:---:---:---:

slide12

Relaxed

Enthusiastic

Tense

Unenthusiastic

LPC Scale

Least Preferred Coworkers

Semantic Differentials

:---:---:---:---:---:---:---:---:

slide13

Warm

Distant

Cold

Close

LPC Scale

Least Preferred Coworkers

Semantic Differentials

:---:---:---:---:---:---:---:---:

slide14

Hostile

Cooperative

Supportive

Uncooperative

LPC Scale

Least Preferred Coworkers

Semantic Differentials

:---:---:---:---:---:---:---:---:

slide15

Interesting

Quarrelsome

Boring

Harmonious

LPC Scale

Least Preferred Coworkers

Semantic Differentials

:---:---:---:---:---:---:---:---:

slide16

Inefficient

Self-Assured

Efficient

Hesitant

LPC Scale

Least Preferred Coworkers

Semantic Differentials

:---:---:---:---:---:---:---:---:

slide17

Cheerful

Open

Gloomy

Guarded

LPC Scale

Least Preferred Coworkers

Semantic Differentials

:---:---:---:---:---:---:---:---:

slide18

LPC Scale

Construct Validity

Robert Rice (1978)

Ashworth & Hazor (1986)

Scale Content

Shriesheim (1994) Equal Interval Scale

Respondent classification

value added interpretations

middle scorers vs extreme scorers

Referent Person Stereotyping

Shriesheim (1979) Standard LPC

Gavin & Rice (1982) Standard LPC misinterpretations

current LPC discriminatory power

Score Stability

relative vs actual temporal stability

negative halo on imaginary LPC

slide19

LPC Scale

Management Style Implications

High LPC

Low LPC

1950s

psychologically distant

psychologically close

negative or "rejecting" terms

positive or "accepting" terms

"If I can't work with you,

Even least preferred coworkers

you're just no damn good."

have something good in them

task is more important

interpersonal relationships are

than interpersonal relationships

vital to task accomplishment

Goal Priorities

critical personality attribute

1967+

task oriented

relationship oriented

slide20

Developing the Contingency Model

Relationships

Tasks

Moderator ???

slide21

Developing the Contingency Model

Relationships

Social Influence

Leader-Member Relations

interpersonal relationships

LMR

paramount to

favorable leadership conditions

Leader-Member Relations

(interpersonal ambience)

measure of group dynamics

sociability, cooperativeness,

enthusiam, homogeneity

group supportiveness

slide22

Developing the Contingency Model

Tasks

Task Structure

Task Structure

sense of knowing

TS

authority & influence framework

Marvin Shaw (1963)

dimensions of task structure

Clear and specific

goals, procedures, & evaluations

Task Structure Scale

degree to which task & method

are clear and unambiguous

slide23

Developing the Contingency Model

Leader attributes and the situation interact

in determining the effectiveness of the group

Terman (1904)

Position & Power

the means to reward and punish subordinates

PP

Moderator ???

slide24

Task Structure

Leader-Member Relations

TS

LMR

PP

Developing the Contingency Model

slide25

Developing the Contingency Model

Situational Favorableness

Leader-Member Relations

Good

Poor

Task Structure

High

Low

High

Low

Position & Power

Strong

Weak

Strong

Weak

Strong

Weak

Strong

Weak

slide26

Asset

Deployment

for Success

Talk the Talk

Sustaining

Walk the Walk

to strategically

Actions

Motivation &

Attentive to

their followers

meet demands

that look

Competence

Observer

need & expect

of organization

the part

Expectations

Chemer's view of an Intergrative Model

The Contingency Model

Relationship Development

Task Structure

Leader-Member Relations

Resource Utilization

TS

TS

LMR

LMR

PP

PP