20 terms

Chapter 16 - MGMT 353 - Leadership

Teams and Leadership
Teams can help you in your jobs and so can great leadership
- You need to know how to use both to your utmost effectiveness - whether you are an employee or a boss
Approaches to studying Leadership
1. Trait approaches
2. Behavioral Approaches
3. Contingency Approaches
4. Transformational approach
5. Emerging approaches
Trait Theory - Leader trait
"Oldest approach to leadership"
- Physical or personality xtic that can be used to differentiate leaders from followers
Core traits of leaders
Level of energy and activity
Task-relevant knowledge
Do people possess prototypes about preferred leadership traits?
Implicit leadership theory
Leadership portotype
Implicit leadership theory
Based on the idea that people have beliefs about how leaders should behave and what they should do for their followers
Leadership prototype
Mental representation of traits and behaviors that people believe are possessed by leaders
Key positive leadership traits
Task competence
Interpersonal competence
Traits of character
Biophysical traits
Personal traits
Gender and leadership
Men and women were seen as displaying more task and social leadership, respectively

- Women used a more democratic or participative style than men and men use more autocratic and directive style than women
Takeaways from trait theory
A key takeaway from trait research is that traits play a central role in how we perceive leaders, and they ultimately impact leadership effectiveness.
Behavioral Styles Theory
Key takeaway is that leaders are made, not born and there is no one best style of leadership - Opposite of trait theory
- Behavioral styles theories assume that leadership effectiveness is related to patterns of behavior called leadership styles ( not leadership "traits")
Situational Theories
Propose that the effectiveness of a particular style of leader behavior depends on the situation
Within Behavioral styles theories are two situational theories
Fiedler's contingency model
House's Path-goal model
Fiedler's contingency model
The premise is that leader effectiveness is contingent upon an appropriate match between the leader's style and the degree to which he or she controls the situation
Key takeaway from Fiedler's model
Leadership effectiveness goes beyond traits and behaviors; this model can explain why some people are successful in some situations and not in others; and leaders need to modify their style to fit a situation
House's Path-Goal Theory
Describes how leadership effectiveness is influenced by the interaction between leadership styles and two primary contingency factors
- Employee xtics
- Environmental factors
Key takeaway from House's Path-goal theory
Effective leaders possess and use more than one style of leadership
Transactional leadership
Focuses on clarifying employee's role and task requirements and providing followers with positive and negative rewards contingent on performance
Transformational leaders
Engender trust, seek to develop leadership in others, exhibit self-sacrifice and serve as moral agents, focusing on themselves and followers on objectives that transcend the more immediate needs of the work group
Servant leadership
- Focuses on increasing services to others rather than to oneself
- Less likely to engage in self-serving behaviors that hurt others