Leadership Theories and leadership styles

A theory of leadership which states that leadership effectiveness is dependent on the interaction between the leader and the situation.

Fiedler’s Contingency Model

Variables of Fiedler’s contingency Model

1. the variable in Fiedler’s contingency model that refers to the extent to which subordinates like a leader.

2. the variable in Fiedler’s contingency model that refers to the extent to which tasks have clear goals and problems can be solved.

3. The variable in Fiedler’s contingency model that refers to the extent to which a leader, by the nature of his or her position, has the power to reward and punish subordinates

A. Leader position power

B. Leader-structuredness

C. Leader-member relations

1. Leader-member relations

2. Leader-structuredness

3. Leader-position power

Test for Fiedler’s contingency model

1. a test used in conjunction with Fiedler’s contingency model to reveal leadership style and effectiveness.

2. is a training program that teaches leaders how to change situations to match their leadership styles.

A. Leader Match

B. Thematic Apperception Scale

C. Job Choice Exercise

D. Least preferred worker scale

E. Leadership Opinion Questionnaire

F. Leadership behavior description questionnaire

1. Least Preferred Worker Scale

2. Leader Match

focusing on the role of stress as an adverse situation and how a leader’s intelligence and experience influence his or her reaction to it. Essentially, Fiedler and Garcia propose that it is difficult for leaders to think logically or analytically when they’re under stress, and how their intelligence and experience impact their effectiveness in low- and high-stress situations

A. Feidler’s contingency theory

B. Cognitive Resource Theory

C. Situational leadership theory

D. Leader-member-exchange theory

E. Path-Goal Theory

F. Leader participation Model

Cognitive Resource Theory

bright individuals perform worse in stressful situations and experienced people perform worse in lowstress situations.

Cognitive resource theory

A theory stating that a leader must adapt their style of leadership to fit both the problem and employees.

Situational Leadership Theory

Situational Leadership Theory

1. High supportive and Directive behavior

2. High supportive and low directive behavior

3. Low supportive and high directive behavior

4. Low supportive and low directive behavior

1. S2 Coaching

2. S3 Supporting

3. S1 Directing

4. S4 Delegating

A leadership theory that focuses on the interaction between leaders and subordinates.States that leaders develop different roles and relationships with the people under them and thus, act differently with different subordinates.

Leader-member-exchange theory

Leader-Member Exchange Theory (LMX)

1. characterized by a high-quality relationship with the leader

2. characterized by a low-quality relationship with the leader

1. In-group

2. Out-group

A theory of leadership stating that leaders will be effective if their behavior helps subordinates achieve relevant goals

Path-goal theory

Path-Goal Theory

1. In the path–goal theory, a leadership style in which the leader plans and organizes the activities of employees.

2. In the path–goal theory, a leadership style in which leaders show concern for their employees.

3. In the path–goal theory, a leadership style in which the leader allows employees to participate in decisions.

4. In the path–goal theory, a leadership style in which the leader sets challenging goals and rewards achievement.

A. Participative style

B. Supporting Style

C. Instrumental Style

D. Achievement-Oriented Style

1. Instrumental style

2. Supporting Style

3. Participative Style

4. Achievement Oriented style

theory of leadership that concentrates on helping a leader choose how to make a decision

Leader Participation Model

holds that leaders and managers are most effective when they are out of their offices, walking around, and meeting with and talking to employees and customers about their needs and progress.

Management by walking around

A theory of leadership which states that there are six styles of leadership (informational, magnetic, position, affiliation, coercive, and tactical) and that each style will be effective only in one of six organizational climates.

IMPACT theory

Impact Theory

1. A leadership style in which the leaders influence others by virtue of their appointed or elected authority; most effective in a climate of instability.

2. A style of leadership in which the leader has influence because of his or her charismatic personality; most effective in a climate of despair

3. A style of leadership in which the leader leads through knowledge and information; most effective in a climate of ignorance.

4. A leadership style in which the individual leads by caring about others and that is most effective in a climate of anxiety.

5. A leadership style in which the individual leads by controlling reward and punishment; most effective in a climate of crisis.

6. a leadership style in which a person leads through organization and strategy, most effective in a climate of disorganization

1. Positional Style

2. Magnetic Style

3. Informative Style

4. Affiliation Style

5. Coercive style

6. Tactical style

1. is a climate in which the organization has the necessary knowledge and resources but does not know how to efficiently use the knowledge or the resources.

2. is an organizational climate in which worry predominates.

3. is a critical time or climate for an organization in which the outcome of a decision has the extreme consequences

4. is an organizational climate characterized by low morale.

5. is an organizational climate in which people are not sure what to do

6. is an organizational climate in which important information is not available.

1. Disorganization; Tactical style

2. Anxiety; Affiliation Style

3. Crisis; Coercive Style

4. Despair; Magnetic style

5. Instability; Positional Style

6. Ignorance; Informative style

1. a style where leaders exert strong control over subordinates, making decisions without much input from others and demanding obedience

2. is a style where leaders involve employees in decision-making and encourage them to contribute to the process.

3. is a less intrusive style where a leader delegates tasks and initiatives to individual team members.

4. is a set of activities that involve an exchange between followers and the leader and deal with daily tasks. The leader provides followers with direction, resources, and rewards in exchange for productivity and task accomplishment.

5. leaders do not doubt their own decisions, they move forward unwaveringly and believe that the decisions they make are the correct ones. They move through a crowd of their followers shaking hands and lending an encouraging word. They are undeniably clear on their expectations and where they see the company going.

6. Visionary leadership in which the leader changes the nature and goals of an organization.

7. can achieve power because of their ideals and ethics. They focus on the growth, needs, and well-being of people. Places others’ interests above his/her own, emphasizes empowerment involvement, and collaboration, and has a strong emotional intelligence.

8. leaders should be honest and open and lead out of a desire to serve others rather than a desire for self-gain.

1. Authoritative

2. Participative

3. Delegative or Laissez-Faire

4. Transactional

5. Charismatic

6. Transformational

7. Servant leaders

8. Authentic leadership

4 I’s in transformational leadership

1. Motivates

2. Role model

3. Stimulates creativity

4. Mentors and coaches

Inspirational

Idealized

Intellectual

Individualized

5 types of power

1. Power because individual has knowledge

2. Appointed power

3. Ability and authority to provide rewards

4. Capacity to punish others

5. Followers can identify with the leader and the leader’s goal

1. Expert power

2. Legitimate power

3. Reward power

4. Coercive power

5. Refferent power