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Leadership. Leadership Definition. Ability to guide a group to the achievement of goals Also the ability to influence attitudes, beliefs, behavior and feelings of others Supervisors are not the same as leaders!. Leadership Questions . What makes someone a “good” leader? Is it who they are?

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leadership definition
Leadership Definition
  • Ability to guide a group to the achievement of goals
  • Also the ability to influence attitudes, beliefs, behavior and feelings of others
  • Supervisors are not the same as leaders!
leadership questions
Leadership Questions
  • What makes someone a “good” leader?
    • Is it who they are?
    • Is it what they do?
approaches to leadership
Approaches to Leadership
  • Universalistic
    • Great Person Theories
    • Trait theories
  • Behavioral Theories
  • Contingency Theories
universalistic theories
Universalistic Theories
  • Great Person theory
    • “Who will make a good leader?”
    • First approach to leadership
  • Trait Theories
    • There are specific leadership traits
    • Assumes leaders will lead in all situations
behavioral approaches
Behavioral Approaches
  • “What do good leaders do?”
    • Ohio State and Michigan Studies
  • Consideration: Relationship Oriented
  • Initiating Structure: Task Oriented
behavioral theories
Behavioral Theories
  • Leaders can be one, both, or neither!
  • These behaviors are linked to effective leadership behavior
    • However, it assumes behaviors work in all situations
contingency theory
Contingency Theory
  • In a specific condition, who will be a good leader with what behavior?
feidler s contingency model
Feidler’s Contingency Model
  • Leadership Style
    • Measured by Least Preferred Coworker Scale (LPC)
    • Relationship or task
feidler s contingency model1
Feidler’s Contingency Model
  • Situational control
    • Leader Member Relations
    • Task Structure
    • Position Power
  • Group Effectiveness
path goal theory
Path-Goal Theory
  • Expectancy theory applied to leadership
  • Supervisory styles
    • Supportive
    • Directive
    • Participative
    • Challenging
vroom yetton decision making
Vroom-Yetton Decision Making
  • Normative leadership model about including group in decision making
  • Autocratic leaders (AI, AII)
  • Consultative leaders (CI, CII)
  • Democratic Leaders (GII)
  • Leader decides which style based on decision tree
    • Answer question and follow node
leader member exchanges
Leader-Member Exchanges
  • Leaders develop relationships with each member of work group
  • High quality relationship
    • member is part of cadre or “in-group”
    • more responsibility, higher satisfaction
  • Low quality relationship
    • member is part of hired hands or “out-group”
    • less responsibility, lower satisfaction
theoretical overview of lmx
Theoretical Overview of LMX
  • Relationships develop from series of exchanges or interactions
  • Phase 1: Role-taking
    • member enters organization
    • leader assesses member’s abilities/talents
  • Phase 2: Role-making
    • informal, unstructured negotiation of role
  • Phase 3: Role-routinization
    • social exchange pattern emerges
    • becomes routine
precursors of lmx
Precursors of LMX
  • Member attributes influence relationship
    • Extroversion, abilities, ingratiation
  • Leader provides social support
  • Affective responses
    • Perceived similarity
    • Attraction
    • Trust
  • Communication is a moderator on performance ratings
charismatic leadership theory
Charismatic Leadership Theory
  • What is charisma?
  • Charismatic leadership theory states that leaders possess 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
transformational leaders
Transformational Leaders
  • Transactional leaders
    • Leadership relationships based on exchange
  • Transformational leaders
    • Leadership relationships based on inspiration and change
transformational leadership
Transformational Leadership
  • Four components
    • Idealized influence: the transformational leader is a positive role model.
    • Inspirational motivation: the leader inspires followers by providing a compelling vision of a positive future.
    • Intellectual stimulation: followers’ curiosity and creativity are stimulated and challenged.
    • Individualized consideration: the leader pays personal attention to each member’s needs and concerns.
power
Power
  • Legitimate power
  • Coercive Power
  • Reward Power
  • Referent Power
  • Expert Power