MGT 301 - Chapter 11: Leading

Terms in this set (38)

- matching leadership to a style

The Fiedler Contingency Model was created in the mid 1960s by Fred Fiedler.

The model states that there is no one best style of leadership. Instead, a leader's effectiveness is based on the situation. This is the result of two factors- "leadership style" and "situational favorableness" (later called "situational control").

Identifying leadership style is the first step in using the model. Fiedler believed that leadership style is fixed, and it can be measured using a scale he developed called Least-Preferred Co-Worker (LPC) Scale.

The scale asks you to think about the person who you've least enjoyed working with. This can be a person who you've worked with in your job, or in education or training.

You then rate how you feel about this person for each factor, and add up your scores. If your total score is high, you're likely to be a relationship-oriented leader. If your total score is low, you're more likely to be task-oriented leader.

The model says that task-oriented leaders usually view their LPCs more negatively, resulting in a lower score. Fiedler called these low LPC-leaders. He said that low LPCs are very effective at completing tasks. They're quick to organize a group to get tasks and projects done. Relationship-building is a low priority.

However, relationship-oriented leaders usually view their LPCs more positively, giving them a higher score. These are high-LPC leaders. High LPCs focus more on personal connections, and they're good at avoiding and managing conflict. They're better able to make complex decisions.
is inspirational and arouses extraordinary effort and performance.

Transformational Leadership inspires enthusiasm and great performance! It is a person who possesses leadership traits, knows leadership behaviors, and understands situational contingencies to act effectively.

ex: Martin Luther King, in his famous "I have a dream" speech. Some people call King "charismatic leaders" because of their ability to inspire others in exceptional ways.

Transformational leaders use their personalities to inspire followers and get them so highly exited about their jobs and organizational goals that they strive for truly extraordinary performance accomplishments. Indeed, the easiest way to spot a truly transformational leader is through his or her followers. They are likely to be enthusiastic about the leader and loyal and devoted to his or her ideas and to work exceptionally hard together to support them.

The goal of achieving excellence in transformational leadership is a stiff personal development challenge.

Transformational leaders raise the confidence, aspirations, and performance of followers through these special qualities:

- VISION --> has ideas and a clear sense of direction; communicates them to others; develops excitement about accomplishing shared "dreams"

- CHARISMA --> uses the power of personal reference and emotion to arouse others' enthusiasm, faith, loyalty, pride, and trust in themselves

- SYMBOLISM --> identifies "heroes", and holds spontaneous and planned ceremonies to celebrate excellence and high achievement.

- EMPOWERMENT --> helps others grow and develop by removing performance obstacles, sharing responsibilities, and delegating truly challenging work.

- INTELLECTUAL STIMULATION --> gains the involvement of others by creating awareness of problems and stirring their imaginations.

- INTEGRITY --> is honest and credible; acts consistently and out of personal conviction; follows through on commitments.