leadership

leadership

ability to guide a group toward the achievement of goals

universalist theories

look at major characteristics common in all effective leaders

great man/ woman theory

universalist theory that claims leaders are born, not made

trait theory

universalist theory that attempts to discover the traits shared by all effective leaders

traits

enduring attributes associated with an individual's makeup or personality

behavioral theories

theories derived from studies at Ohio State University and the University of Michigan that focus on the behaviors common in leaders

task-oriented behavuors (Michigan studies)

emphasize productivity, structure, and goal accomplishment

relationship-oriented behaviors (Michigan studies)

emphasize interpersonal support, trust, and employee well-being

initiating structure (Ohio studies)

organizing work, defining roles, and establishing goals

consideration (Ohio studies)

demonstrating concern for followers' needs and establishing goals

contingency theories

theories that look at the interaction of characteristics of both the leader and the situation

Fiedler's contingency theory

effectiveness depends on the match between the leader's style and the degree to which the work situation given control and influence to the leader

least preferred coworker (Fiedler's contingency theory)

step 1: to figure out your leadership style, describe the coworker you like the least

leader-member relations (Fiedler's contingency theory)

step 2; loyalty in your group? respect?

task structure (Fiedler's contingency theory)

step 2; aspects of the job. organized? chaotic?

position power (Fiedler's contingency theory)

step 2; amount of control that followers and the leaders have in the situation

Path-Goal Theory (contingency theory)

states that a leader's job is to help the work group achieve its desired goals

directive behavior (path-goal theory)

being direct

achievement-oriented behavior (path-goal theory)

"getting you towards the goal, minimum level of performance to get there"

supportive behavior (path-goal theory)

"you got this"

participate behavior (path-goal theory)

"i will have you get involved too"

decision-making model

matches characteristics of the situation with the leader decision-making strategies

autocratic I (decision making model; decision styles)

make decision on your own without anyone's input

autocratic II (decision making model; decision styles)

make decision using information from people around you but still make the decision yourself

Consultative I (decision making model; decision styles)

make decision by consulting with work group individually and making the decision yourself

Consultative II (decision making model; decision styles)

make decision by getting input from group setting and making the decision yourself

group decision (decision making model; decision styles)

no longer making the decision yourself

relational theories

theories that look at the relationship between leaders and followers as central to the leadership process

transformational leadership

leadership that, enabled by a leader's vision and inspiration, exerts significant influence

transactional leadership

leadership based on an exchange process in which followers are rewarded for good performance and punished for poor performance

role congruity theory

explains the leadership gender gap by the inconsistency between the female gender role of being communal and the stereotype that leaders are expected to be agentic

inclusive leadership

effective leadership encourages belonging while recognizing uniqueness

implicit theories of leadership and followership

expectations shape interactions

leaders and follower identity

more internal than by title. identities are internalized and shape how individuals interpret, embrace, or resist role expectations

granting and claiming

if i make a bitch to be a leader and it was denied, it was rejected. back and forth of claiming and granting and wanting to keep the cycle but breaks once the claim is rejected

destructive leadership

things that make people bad leaders