CHS business man

Leader

someone who can influence others and who has managerial authority

Traits leaders should have

drive, desire to lead, honesty and integrity, self-confidence, intelligence, job-relevant knowledge, extraversion

University of Iowa study on leadership

identified three leadership styles: democratic, autocratic, laissez-faire

Leadership

the process of leading a group and influencing that group to achieve its goals

Democratic leadership style

involving subordinates, delegating authority, and encouraging participation

Autocratic leadership style

dictating work methods, centralizing decision making, and limiting participation

Laissez-faire leadership style

giving a group freedom to make decisions and to complete work

University of Iowa study found this to be most effective type of leader

democratic leader

Ohio State study on leadership

identified 2 factors to be important for leaders: consideration and initiating structure

Conclusion of Ohio State study on leadership

concluded that a high-high leader (high in consideration and high in initiating structure) achieved high subordinate performance and satisfaction, but not in all situations

University of Michigan study on leadership

identified two styles: employee oriented and production oriented

Conclusion of University of Michigan study on leadership

employee-oriented leaders were associated with high group productivity and higher job satisfaction

Managerial Grid of leadership

uses two behavioral dimensions, concern for people and concern for production

Conclusion of Managerial Grid

The conclusion is that leaders performed best with a 9,9 style (high concern for production and high concern for people).

Fiedler Contingency Model

Leadership theory proposing that effective group performance depends on the proper match between a leader's style and the degree to which the situation allowed the leader to control and influence

Three contingency dimensions in Fiedler Contigency Model

leader-member relationship, task structure, position power

Fiedler's LPC rating concluded

leaders where either task-oriented or relationship-oriented

Fiedler concluded

Task-oriented leaders performed better in very favorable situations and very unfavorable situations ANDRelationship-oriented leaders performed better in moderately favorable situations

Situational leadership theory

a leadership contingency theory that focuses on followers readiness. It shows how a leader should adjust leadership style to reflect what followers need.

Situational leadership theory states:

an R1 worker who is unwilling and unable to perform a task respond best to a telling leadership style

Readiness

refers to the extent to which people have the ability and willingness to accomplish a specific task.

Transformational leader

Leaders who stimulate and inspire (transform) followers to achieve extraordinary outcomes.

Transactional leader

Leaders who lead primarily by using social exchanges (or transactions).

Path-Goal theory

states that the leader's job is to assist followers in attaining their goals and to provide direction or support needed to ensure that their goals are compatible with the goals of the group or organization

Visionary leader

leader who have the ability to create and articulate a realistic, credible, and attractive vision of the future that improves upon the present situation

Charismatic leader

leaders who are enthusiastic, self-confident leader whose personality and actions influence people to behave in certain ways

Emotional intelligence

the best indicator of who will be a leader in an organization

Empowerment

the act of increasing the decision-making discretion of worker

Credibility

the degree to which followers perceive someone as honest, competent, and able to inspire

Trust

the belief in the integrity, character, and ability of a leader

Five dimensions of trust

integrity, competence, consistency, loyalty, openness

integrity, competence, consistency, loyalty, openness

honesty, conscientiousness, and truthfulness

Competence

technical and interpersonal knowledge and skills

Consistency

reliability, predictability, and good judgment

Loyalty

willingness to protect and save face for another person

Openness

transparency and free, unrestricted access to knowledge and information, as well as collaborative or cooperative

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