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TABLE OF CONTENTS
1 INTRODUCTION .................................................................................................................... 1
1.1 OBJECTIVE: ........................................................................................................................ 1
1.2 LEADERSHIP DEFINED ........................................................................................................ 1
2 EARLY STUDIES: THE TRAIT APPROACH TO LEADERSHIP .................................. 2
2.1 WHAT TRAITS OR CHARACTERISTICS GO TO MAKE UP AN EFFECTIVE LEADER? ............. 2
2.2 ASSETS AND LIABILITIES WITH THE TRAIT APPROACH TO LEADERSHIP ........................ 2
3 EARLY STUDIES: LEADERSHIP STYLE ......................................................................... 3
3.1 AUTHORITARIAN, DEMOCRATIC, AND LAISSEZ FAIRE ..................................................... 3
3.2 EARLY LEWIN, LIPPIT, AND WHITE STUDY ...................................................................... 3
4 EARLY STUDIES: THE BEHAVIORAL APPROACH TO LEADERSHIP ................... 4
4.1 OHIO STATE LEADERSHIP STUDIES (1945) ....................................................................... 4
4.2 ASSETS AND LIABILITIES WITH THE LATER BEHAVIORAL APPROACH ............................ 4
5 EARLY STUDIES: BLAKE AND MOUTON’S MANAGERIAL GRID .......................... 5
5.1 CONCERN FOR PRODUCTION AND PEOPLE ........................................................................ 5
5.2 IS THERE ONE “BEST” LEADERSHIP STYLE? ...................................................................... 5
6 THE CONTINGENCY APPROACH: FIEDLER'S CONTINGENCY THEORY .......... 6
6.1 ASSUMPTIONS OF FIEDLER'S THEORY............................................................................... 6
6.2 LEADER PERSONALITY....................................................................................................... 6
6.3 LEADERSHIP STYLE ............................................................................................................ 6
6.4 THE SITUATION .................................................................................................................. 6
6.5 FIEDLER'S MODEL OF LEADER-SITUATION MATCH ........................................................ 7
7 CONTEMPORARY THEORIES: IMPLICIT LEADERSHIP THEORY (ILT): THE
FOLLOWER’S PERSPECTIVE ............................................................................................ 8
7.1 WHAT MAKES A LEADER A REAL LEADER”........................................................................ 8
7.2 WHAT MAKES FOLLOWERS WANT TO FOLLOW? ............................................................... 8
7.3 PROTOTYPICALITY:............................................................................................................ 8
7.4 WHAT COMES WITH LEADER PROTOTYPICALITY.............................................................. 8
7.5 ILT: IMPLICATIONS FOR YOU ........................................................................................... 9
ii
LEADERSHIP
1 Introduction
1.1 Objective:
2
3 Early Studies: Leadership Style
3.1 Authoritarian, Democratic, and Laissez Faire
Outcome /
Authoritarian Democratic Laissez Faire
Super Style
Prod w/ Supervision
Satisfaction
3.2.1 Assets and Liabilities with the Leadership Style Approach to Leadership
3
4 Early Studies: The Behavioral Approach to Leadership
• What specific leader behaviors are best?
4
5 Early Studies: Blake and Mouton’s Managerial Grid
5.1 Concern for Production and People
C 1,9 9,9
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5.5
F
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P
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o 1,1 9,1
p
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C o n c e r n f o r P r o d u c t i o n
5
6 The Contingency Approach: Fiedler's Contingency Theory
6.1 Assumptions of Fiedler's Theory
• Focus on Leader personality, leadership style, and the situation
• Task Structure:
• Position Power:
6
6.5 Fiedler's Model of Leader-Situation Match
Human
Relations
Oriented
Task
Oriented
Lead-Mem. Rel.
Task Structure
Position Power
7
7 Contemporary Theories: Implicit Leadership Theory (ILT): The
Follower’s Perspective
7.3 Prototypicality:
8
7.5 ILT: Implications for you
9
8.3 Relational exchange
10
• Be proactive
11
9.3 Four Styles of leadership
Supportive Behavior
Directive Behavior
12
9.4 Assessing "Readiness Level"
9.4.1 Can the worker do the job?
• Task Relevant Education:
13
9.4.1 Calculating readiness level
• Readiness level =
• The only precision necessary is to calculate which “readiness quartile” the worker is in
R4 R3 R2 R1
High Readiness Low Readiness
You must treat workers according to their readiness. This is not unfair or inconsistent.
• Assess Readiness Level of Worker
• Plot Your Assessment on Readiness Dimension
• Draw a Perpendicular Line Straight Up Until it Intersects with the
"Prescription Curve"
• Point of Intersection Indicates the Appropriate Leadership Style for that Situation
14
9.6 Situational Theory Model:
S3 S2
S4 S1
R4 R3 R2 R1
15
9.1 There are Four Stages of Subordinate Development Requiring Different Leader
Behaviors:
Leaders behave in a certain way to promote subordinate development through 4
stages.
• For R2 Subordinates
• Explain to the worker why the job is done the way it is,
why the operation is run the way it is
• Stress two way communications, develop good interactions and mutual trust.
• The objective is to explain the “big picture” to the worker and to get across the rational
behind the job and unit operations.
• This “sells” the worker on how things are presently operated
• For R3 Subordinates
• For R4 Subordinates
• Delegate the job to the worker. Let the worker take control of the job with only minimal
checking.
• Objective: To turn the job over to the worker.
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9.3 Life Cycle Theory "Mismatch" Analysis:
9.3.1 Under leadership And Over leadership
Under leadership
Typical Worker Responses
About the About the
Job Leader
Frustration Resentment
Confusion Lack of
Low Prod. Confidence
Over Under Lack of
Low Sat.
Leadership Leadership Respect
S3 S2 Low Rate of
Growth
S4 S1
Over leadership
Typical Worker Responses
Your About the About the
Your
Leader Job Leader
Leader-
ship Frustration Resentment
ship
=f Stifling Hostility
behaviors
Decreasing
productivity
Decreasing
R4 R3 R2 R1 satisfaction
Decreasing
maturity
17
9.4 Two - Quadrant Profile Analyses:
The The
Impoverished Comfortable
Task Master Style
18