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Leadership Theory

Terms in this set (26)

Fiedler's Contingency Theory
that there is no one leadership style, but there are situation-contingent factors (leadership style and situational favorableness) that determine for a particular situation
FCT Leadership Style
determined by rating a leader's least preferred co-worker on the least preferred co-worker (LPC) scale
Low LPC Leader
focuses on tasks (fast production); effective in both favorable and unfavorable situations
High LPC Leader
focuses on people (fast decision making); effective in favorable
Situational Favorablness
occurs when the three dimensions - leader-member relations, task structure, and leader position power - are high
leader-member relations
refers to the degree of trust, respect, and confidence exists between the leader and the workers
task structure
refers to the degree to which tasks are clearly explained and structured for workers
leader position power
refers to the degree to which the leader possesses inherent power in his or her position
Hersey-Blanchard's Model of Situational Leadership
contends that leaders must adjust their leadership style according to the maturity of their 'followers' or employees
Follower Ability
the degree to which a follower possesses the skills and ability to perform a particular task
Follower Confidence
the degree to which a follower believes in his or her ability to perform a particular task.
Leadership Style Matrix
Delegating (low task, low relationship; most seniored employees), participating (low task; high relationship; newer employees), selling (high task, high relationship, college interns), telling (High task, low relationship high school interns)
Delegating
followers who possess the skills, ability and confidence to perform the task. This is a low-task, low-relationship style.
Participating
followers who possess the skills and ability but lack the confidence to perform the task. This is a low-task, high-relationship style.
Selling
follower does not possess the skill or ability but has a high level of confidence, the leader can take a more persuasive leadership approach. This is a high-task, high-relationship style
Telling
follower who has little skills and ability and lacks confidence. Leader must provide clear direction and supervision at all times.
Path-goal Theory
(Robert J. House) theory that a good leader provides clear direction, sets high goals, gets involved in goal achievement and supports his employees
Achievement-oriented leadership
sets challenging goals; expects high performance, shows confidence
Path-Goal Leadership Styles
Achievement-oriented leadership
Directive leadership
Participative leadership
Supportive leadership
Directive leadership
spells out the what and how of subordinates' tasks (specific advice)
participative leadership
shares ideas with subordinates, gives them a chance to participate, and facilitates decision making
Supportive leadership
fost good relationships and concern for followers' well-being & personal needs
Machiavellianism in Organizations
a personality trait that is characterized with the use of manipulation to achieve power
Mach scales
measure a person's Machiavellian orientation ( spans from being highly manipulative to being highly submissive)
High Machs
those who would be considered highly manipulative (more competitive than Low Machs)
Low Machs
characterized as being highly submissive (operate with a much higher set of ethical standards than High Machs)
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