Beruflich Dokumente
Kultur Dokumente
Chapter Twelve
QUESTIONS
• How much of the organization’s performance can
be attributed to the leader?
• If the leader was the major cause of the changes in
performance, why was one leader successful and
the other a failure?
ARE LEADERS
personal traits specific skills
needs behaviors
orientation
Personal
Characteristics
Associated with
Leadership
Personal Characteristics
Associated with Leadership
• Leader Emergence - possess traits or characteristics
different from people who do not become leaders
• Leader Performance – leaders who perform well
possess certain characteristics that poorly
performing leaders do not
LEADER PERFORMANCE
Research on the relationship between personal characteristics and leader
performance has concentrated on three areas:
TRAITS
NEEDS
COGNITIVE ABILITY
LEADER PERFORMANCE
Research on the relationship between personal characteristics and leader
performance has concentrated on three areas:
GENDER
TASK VS. PERSON ORIENTATION
UNSUCCESSFUL LEADERS
TASK VS. PERSON
TASK PERSON
Define and structure their own roles and those of Act in warm and supportive manner and show
their subordinates to attain the group’s formal concern for subordinates
goals
See their employees as lazy, extrinsically Believe that employees are intrinsically
motivated, wanting security, undisciplined and motivated
shrinking responsibility
Leads through giving directives, setting goals, Seek responsibility
and making decisions without consulting
subordinates
Tend to produce humor Tend to appreciate humor
Should have productive employees Should have satisfied employees
Self-controlled
Do not necessarily dislike work
Tend to become socially withdrawn when under
pressure
UNSUCCESSFUL LEADERS
• Lack of Training
• Cognitive Deficiencies
• Personality
- Paranoid
- High-Likability Floater
- Narcissist
Interaction
between
Leader
and Situation
SITUATIONAL NATURE OF
LEADERSHIP: THEORIES
•Situational Favorability
•Organizational Climate
•Subordinate Ability
•Relationships with Subordinate
SITUATIONAL FAVORABILITY
- best-known and most controversial situational
theory
- developed by Fred Fiedler in the mid-1960s
- an individual’s leadership style is the result of a
lifetime of experiences and thus is extremely
difficult to change
Affiliation Style in a
Climate of Anxiety
- leads by liking and caring about others
Coercive Style in a Climate of
Crisis
- leads by controlling reward and punishment and is
most effective in a climate of crisis.
Tactical Style in a
Climate of Disorganization
- leads through the use of strategy and is most
effective in a climate of disorganization
Path-Goal Theory
- states that a leader can adopt one of four behavioral
leadership styles to handle each situation:
instrumental, supportive, participative, or
achievement-oriented