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LeadershipTheories Trustmenandtheywillbetruetoyou treatthemgreatlyandtheywillshowthemselvestobegreat RalphWaldoEmerson LeadershipModels ModelOne authoritarian democraticorlaissez faireModelTwo taskvsinterpersonal Authoritarian Astyleofleadershipinwhichtheleaderusesstrong directive controllingactionstoenforcetherules regulations activitiesandrelationshipsintheworkenvironment OrganizationalBehavior Nelson Quick Authoritarian SetsgoalsindividuallyEngagesprimarilyinone way downwardcommunicationControlsdiscussionsoffollowersSetspolicyandproceduresunilaterallyDominatesinteractionPersonallydirectsthecompletionoftasksProvidesinfrequentpositivefeedbackRewardsobedienceandpunishesmistakesExhibitspoorlisteningskillsUsesconflictforpersonalgain Democratic Astyleofleadershipinwhichtheleaderstakescollaborative responsive interactiveactionswithfollowersconcerningtheworkandtheworkenvironment OrganizationalBehavior Nelson Quick Democratic InvolvesfollowersinsettinggoalsEngagesintwo way opencommunicationFacilitatesdiscussionwithfollowersSolicitsinputregardingdeterminationofpolicyandproceduresFocusesinteractionProvidessuggestionsandalternativesforthecompletionoftasksProvidesfrequentpositivefeedbackRewardsgoodworkandusespunishmentonlyasalastresortExhibitseffectivelisteningskillsMediatesconflictforgroupgain Laissez Faire leavethemalone Astyleofleadershipinwhichtheleaderfailstoaccepttheresponsibilitiesoftheposition OrganizationalBehavior Nelson Quick Laissez Faire AllowsfollowersfreereintosettheirowngoalsEngagesinnoncommittal superficialcommunicationAvoidsdiscussionwithfollowerstosetpolicyandproceduresAvoidsinteractionProvidessuggestionsandalternativesforthecompletionoftasksonlywhenaskedtodosobyfollowersProvidesinfrequentfeedbackofanykindAvoidsofferingrewardsorpunishmentsMayexhibiteitherpoororeffectivelisteningskillsAvoidsconflict InterpersonalOrientation SolicitsopinionsRecognizesthepositions ideas andfeelingsofothersEngagesinflexible opencommunicationListenscarefullytoothersMakesrequestsFocusesonfeelings emotions andattitudesastheyrelatetopersonalneedsEmphasizesproductivitythroughtheacquisitionofpersonalskillsMostoftencommunicatesorallyMaintainsan opendoor policy TaskOrientation DisseminatesinformationIgnoresthepositions ideasandfeelingsofothersEngagesinrigid stylizedcommunicationInterruptsothersMakesdemandsFocusesonfacts dataandinformationastheyrelatetotasksEmphasizesproductivitythroughtheacquisitionoftechnicalskillsMostofthetimecommunicatesinwritingMaintainsa closeddoor policy StudiesthatIdentifiedCommunicationPatternsofLeaders TheMichiganLeadershipStudiesTheOhioStateLeadershipStudiesMcGregor sTheoryXandTheoryYBlakeandMcCanse sLeadershipGrid TheMichiganLeadershipStudy ConductedshortlyafterWWIIOnedimensionalIdentifiedtwobasicleadershipstyles ProductionorientedEmployeeorientedAbuildingblockfornewerleadershipstudies OhioStateLeadershipStudies AfterWWIIMeasuredspecificleaderbehaviorsIdentifiedtwodimensionsConsiderationInitiatingStructureAleadercouldpossessvaryingamountsofbothdimensions TheoryXandTheoryY DouglasMcGregor MITProfessorIdentifiedtwoapproachestosupervision TheoryX Thesemanagersthinkpeopledonotliketoworkandlikestrictsupervision TheoryY Thesemanagersthinkworkisasourceofsatisfactionandwanttheresponsibility TheoryX Peopledon tliketoworkandwillavoidit Peopledonothaveambitionandwanttobeledorcontrolled Thethreatofpunishmentmakesthemwork Peopledonotwantresponsibility Peopleareresistanttochange Peoplearegullibleandnotverysmart TheoryY Theaveragepersondoesnotinherentlydislikework Peoplewillexerciseself directionandselfcontrolintheperformanceoftheirjobs Theaveragepersonlearnsunderpropercircumstancesnotonlytoaccepttobuttoseekresponsibility Theproperleadershipcanbringoutthesequalitiesinworkers BlakeandMcCanse sLeadershipGrid HasalsobeencalledtheManagerialGridFocusescommunicationstyles1 1ImpoverishedMgt9 1Authority Compliance5 5MiddleoftheRoadManagement1 9CountryClubManagement9 9TeamManagement TraitsApproachtoLeadership BornwithleadershiptraitsNotsurewhatthosecharacteristicswere HeightWeightAppearanceIntelligenceDispositionInconsistentfindingsCertaintraitsmayenhancetheperceptionthatsomebodyisaleader TraitApproachSituationalApproachesFiedler sContingencyModelofLeadershipPath GoalTheoryHerseyandBlanchard sSituationalLeadershipTheoryLeader MemberExchangeTheory Research InterpersonalFactorsEmotionalstabilitySelfconfidenceManageconflictCognitiveFactorsIntelligence problemsolvinganddecisionmakingAdministrativeFactorsPlanningandorganizationalskillsKnowledgeofworkbeingperformed SituationalApproachestoLeadershipStudy Fiedler sContingencyModelofLeadershipPath GoalTheoryHerseyandBlanchard sSituationalLeadershipTheoryLeader MemberExchangeTheory Fiedler sContingencyModel LeastPreferredCo WorkerLeaderSituationhas3dimensions PositionPowerTaskStructureLeader MemberRelationsLeadereffectivenessinagivensituationisaffectedbytheirLPCscore Criticismofthetheory PathGoalTheory BasedonexpectancytheoryMotivatefollowersthroughcommunicationandsituations Communicationstylesare DirectiveLeadershipSupportiveLeadershipParticipativeLeadershipAchievement orientedLeadershipSituationalFactors NatureofFollowersNatureofTasks LeaderRolesinthePath GoalModel PathClarificationLeaderdefineswhatfollowerneedstodotogainoutcomesLeaderclarifiesfollower sworkrolesFollowergainsknowledgeandconfidenceFollowerismotivatedandshowsincreasedeffortOrganizationalgoalsareachieved LeaderRolesinthePath GoalModel IncreaserewardsLeaderfindsoutaboutfollower sneedsLeadermatchesfollower sneedstorewardsifworkoutcomesareaccomplishedLeaderincreasesvalueofworkoutcomesforfollowerFollowerismotivatedandshowsincreasedeffortOrganizationalgoalsareachieved SituationalLeadershipTheory HerseyandBlanchardsaythelevelofmaturityofaworkerplaysaroleinleadershipbehaviorMaturityconsistsof Jobmaturity talks relatedabilities skillsandknowledgePsychologicalmaturity feelingsofconfidence willingnessandmotivationFollowerreadinessLeaderbehavior SituationalLeadershipTheory LeaderMemberExchange LMX HowleadersdeveloprelationshipswithfollowersIngroupOutgroupSatisfactionStressWorkload FunctionalApproachtoLeadership AbilitytocommunicatelikealeaderdeterminesleadershipTheoriesBarnardBenneandSheats TheVroom JagoContingencyModel Acontingencymodelthatfocusesonvaryingdegreesofparticipativeleadership andhoweachlevelofparticipationinfluencesqualityandaccountabilityofdecisions FiveLeaderDecisionStyles LeaderdecidesLeaderconsultsindividualsLeaderconsultsthegroupLeaderactsasafacilitatorforthegroupLeaderdelegatesdecisiontothegroup DiagnosticQuestions DecisionsignificanceHowsignificantisthisdecisionfortheprojectororganization ImportanceofcommitmentHowimportantissubordinatecommitmenttocarry
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