A. 1.5 Humanistic and Leadership Theories

Humanistic Theory

Theory in which organizational success is in terms of employee motivation and the interpersonal relationships that emerge within the organization

Theory X and Theory Y (McGregor)

Theory in which managers’ beliefs and assumptions about their employees determine how they behave toward those employees

Self-Fulfilling Prophecy

Employees, over time, learn to act and believe in ways consistent with how managers think they act and believe

Negative, lazy, & avoids work

Theory X's view of employees

Positive, enjoys work, & self-motivated

Theory Y's view of employees

High

Employee's need for direction according to Theory X

Low

Employee's need for direction according to Theory Y

Avoid

How employees handle responsibility according to Theory X

Seek and accept

How employees handle responsibility according to Theory Y

Primarily Extrinsic

Motivation of employees according to Theory X

Primarily Intrinsic

Motivation of employees according to Theory Y

Authoritarian

Theory X's management style

Authoritative

Theory Y's management style

Open Systems Theory (Katz and Kahn)

Theory that states that organizations develop and change over time as a result of both external and internal forces

Open Systems Theory (Katz and Kahn)

Theory that states that organizations (and other types of systems) are not isolated entities but are in constant interaction with their external environment

Process of the Open Systems Theory

Take in resources (inputs) from the environment, Transform them internally (throughput), and release products, services, or waste (outputs) back into the environment

Interaction with the environment

Permeable boundaries

Input

Throughput

Output

Feedback

Equifinality

Entropy

Negative Entropy (Negentropy)

Dynamic Equilibrium

Characteristics of Open Systems Theory

Interaction with the Environment

Characteristic of the Open Systems Theory in which organizations actively engage with their surroundings, exchanging information, energy, and resources

Permeable Boundaries

Characteristic of the Open Systems Theory in which boundaries of an open system are flexible and allow for the exchange of inputs and outputs with the environment

Input

Characteristic of the Open Systems Theory in which organizations obtain resources (raw materials, information, capital, human resources) from the external environment

Throughput (Transformation Process)

Characteristic of the Open Systems Theory that refers to the internal processes within the system that convert inputs into outputs (e.g., production, service delivery, information processing)

Output

Characteristic of the Open Systems Theory that is composed of products, services, information, or waste that the system releases back into the environment

Feedback

Characteristic of the Open Systems Theory that refers to the information from the environment about the system’s outputs

Equifinality

Characteristic of the Open Systems Theory in which an open system can reach the same final state from different initial conditions and through various pathways Entropy

Negative Entropy (Negentropy)

Characteristic of the Open Systems Theory that counteracts entropy by importing more energy and resources from the environment than they expend, allowing them to grow and become more complex

Dynamic Equilibrium (Homeostasis)

Characteristic of the Open Systems Theory in which organizations strive to maintain a relatively stable state by continuously adapting to environmental changes

Systems Theory

This theory describes organizations in terms of interdependent components that form a system

Systems Theory

This theory views an organization as existing in an interdependent relationship with its environment

Systems Theory

In this theory, it is impossible to understand individual behavior or the activities of small groups apart from the social system in which they interact

Individuals

Formal Organization

Small Group

Status and Role

Physical Setting

5 Parts of Systems Theory

Individuals

Part of the System Theory in which people have their own personalities, abilities, and attitudes with them to the organization, which influence what they hope to attain by participating in the system

Formal Organization

Part of the System Theory in which there is an interrelated pattern of jobs that provides the structure of the system

Small Group

Part of the Systems Theory in which individuals do not work in isolation

Status and Role

Part of the Systems Theory in which differences exist among jobs within an organization, and define the behavior of individuals

Physical Setting

Part of the Systems Theory that refers to the external physical environment and the degree of technology that characterizes the organization

Leadership Theory

Vast and evolving field/theory that attempts to explain how and why certain individuals become leaders, what makes them effective, and how leadership impacts individuals, groups, and organizations

Great Man/Woman Theory

Trait Theory

Lewin's Leadership Styles

Fielder's Contingency Model

IMPACT Theory

Path-Goal Theory

Situational Leadership Theory

Leader-Member Exchange Theory

Charismatic Leadership Theory

Transformational Leadership Theory

Transactional Leadership Theory

Types of Leadership Theories

Great Man/Woman Theory

Leadership theory that believes that leaders are born, not made

Trait Theory

Leadership theory that involves identifying certain physical characteristics, including height, appearance, and energy level

Autocratic (Authoritarian)

Democratic (Participative)

Laissez-Faire (Delegative)

What are the leadership styles under Lewin's theory?

Autocratic (Authoritarian)

Leadership style under Lewin’s Theory in which the leader makes decisions independently with little input from the group

Democratic (Participative)

Leadership style under Lewin’s Theory in which the leader involves group members in decision-making, offering guidance but allowing input Laissez-Faire (Delegative)

Laissez-Faire (Delegative)

Leadership style under Lewin’s Theory in which the leader offers little guidance and leaves decision-making to the group

Fielder’s Contingency Model

Leadership Theory that states that a leader's effectiveness depends on the match between their leadership style (task-oriented vs. relationship-oriented) and the favorableness of the situation (leader-member relations, task structure, position power)

IMPACT Theory

Leadership Theory that believes each leader has one of six behavior styles

Informational (Ignorance)

Magnetic (Despair)

Position (Instability)

Affiliation (Anxiety)

Coercive (Crisis)

Tactical (Disorganization)

Six behavior styles of IMPACT Theory

Informational (Ignorance)

IMPACT Theory's behavior style that provides information in a climate of ignorance, where important information is missing from the group

Magnetic (Despair)

IMPACT Theory's behavior style that leads through energy and optimism, but is characterized by low morale

Position (Instability)

IMPACT Theory's behavior style that lads by virtue of the power inherent in that position

Affiliation (Anxiety)

IMPACT Theory's behavior style that leads by liking and caring about others

Coercive (Crisis)

IMPACT Theory's behavior style that leads by controlling and punishment

Tactical (Disorganization)

IMPACT Theory's behavior style that leads through strategy

Path-Goal Theory

Leadership Theory that states that a leader can adopt one of four behavioral leadership styles to handle each situation

Instrumental

Supportive

Participative

Achievement-Oriented

Behavioral Leadership Styles of Path-Goal Theory

Instrumental

Path-Goal Theory behavioral leadership style that calls for planning, organizing, and controlling the activities of employees

Supportive

Path-Goal Theory behavioral leadership style that shows concern for the employees

Participative

Path-Goal Theory behavioral leadership style that shares information with employees and lets them participate in the decision-making

Achievement-Oriented

Path-Goal Theory behavioral leadership style that involves setting challenging goals and rewards increased performance

Situational Leadership Theory

Leadership Theory that classifies the ability and willingness to perform a particular task

Delegating

Directing

Coaching

Supporting

4 Leadership Styles Under Situational Leadership

Delegating

Situational Leadership Style in which the leader believes that followers are willing and able therefore, the leader provides followers with the autonomy to manage their own projects and make their own decisions

Directing

Situational Leadership Style in which the leader believes that followers are unwilling and unable therefore, the leader provides explicit instructions and closely monitors the work

Coaching

Situational Leadership Style in which the leader believes that followers are willing but unable therefore, the leader directs the task while supporting the employee

Supporting

Situational Leadership Style in which the leader believes that followers are unwilling but able therefore, the leader provides less direct orders and focuses more on collaboration and encouragement

Leader-Member Exchange Theory

Leadership Theory that believes effective leadership is determined by the quality of the interaction between the leader and a particular workgroup member

Charismatic Leadership Theory

Leadership Theory that states that certain leaders possess exceptional qualities that inspire extraordinary loyalty, devotion, and performance from their followers

Transformational Leadership Theory

Leadership Theory that involves the leader changing the values, beliefs, and attitudes of followers

Idealized Influence (Charisma)

Inspirational Motivation

Intellectual Stimulation

Individualized Consideration

Core Pillars of Transformational Leadership Theory

Idealized Influence (Charisma)

Core Pillars of Transformational Leadership Theory in which leaders should act as role models and inspire trust and respect

Inspirational Motivation

Core Pillars of Transformational Leadership Theory in which leaders should communicate a compelling vision and motivate followers to pursue it

Intellectual Stimulation

Core Pillars of Transformational Leadership Theory in which leaders should encourage creativity, innovation, and critical thinking

Individualized Consideration

Core Pillars of Transformational Leadership Theory in which leaders should provide personal attention and support to followers’ growth and development

Transactional Leadership Theory

Leadership Theory that occurs when the relationship between leader and followers is based on some sort of exchange or “transaction,” such as exchanging money or praise for work, or exchanging leader consideration behaviors for employee loyalty and commitment