Industrial/ Organizational Psychology controlled, and do not

Chapter 12: Leadership Reviewer necessarily dislike work

Aamondt  Leadership Opinion
Questionnaire (LOQ)
Leader emergence  Leader Behavior Description
 The idea that people who become leaders Questionnaire (LBDQ)
possess traits or characteristics different from Unsuccessful Leaders
people who do not become leaders.  The traits and behaviors of unsuccessful
leaders are not necessarily the opposite of
Three Factors of the Motivation to Lead those of successful leaders
 Affective identity motivation – Are leaders o Lack of Training
because they enjoy being in charge and leading o Cognitive Deficiencies
others. o Personality
 Non-calculative motivation – they seek
leadership positions when they perceive that Situational Favorability
such positions will result in personal gain  Fiedler’s contingency model holds that any
 Social-normative motivation – They become individual’s leadership style is effective only
leaders out of a sense of duty in certain situations.
 Thus, Fiedler would argue that rather than
“Individuals with high leadership motivation tend to teaching people to change their leadership
obtain leadership experience and have confidence in styles, leadership training should
their leadership skills” concentrate on helping people understand
their style of leadership and learn how to
Leader Performance manipulate a situation so that the two
 It involves the idea that leaders who perform match
well possess certain characteristics that poorly  Least-Preferred Coworker (LPC) Scale.
performing leaders do not
 Research on the relationship between personal Organizational Climate
characteristics and leader performance has  IMPACT theory
concentrated on three areas: o In which was believed that each leader
o Traits – high self-monitors tend to be has one of six behavioural styles That is
better leaders than do low self- effective in only a particular situation
monitors (organizational climate)
 Self-monitoring o These six styles are:
 it focuses on what leaders do 1. Informational
as opposed to what they are 2. Magnetic
o Needs 3. Position
 need for power 4. affiliation
 need for achievement 5. coercive
 need for affiliation 6. tactical.
 leadership motive pattern
 a high need for power and a Subordinate Ability
low need for affiliation  A leader’s behavior will be accepted by
o Orientation subordinates only to the extent to which the
 Managerial Grid behavior helps the subordinates achieve their
 postulated that differences in goals
leader performance can be  Path–goal theory, a leader can adopt one of
attributed to differences in the four behavioral leadership styles to handle each
extent to which leaders are situation:
task versus person oriented 1. instrumental
 They believe that employees 2. supportive
are intrinsically motivated, seek 3. participative
responsibility, are self- 4. achievement-oriented
  Situational leadership theory, a leader typically
uses one of four behavioral styles:
1. Delegating
2. Directing
3. Supporting
4. Coaching
Relationships with Subordinates
 Leader–member exchange (LMX) theory, it
concentrates on the interactions between
leaders and subordinates
 Two groups of LMX Theory:
o In-group – characterized by a high-
quality relationship with the leader
o Out Group – characterized by a low-
quality relationship with the leader
Specific Leader Skills
 Leaders do the following:
1. Initiate ideas
2. Informally interact with subordinates
3. Stand up for and support subordinates
4. Take responsibility
5. Develop a group atmosphere
6. Organize and structure work
7. Communicate formally with
subordinates
8. Reward and punish subordinates
9. Set goals
10. Make decisions
11. Train and develop employee skills
12. Solve problems
13. Generate enthusiasm
 Skills that are essential
1. Organizing
2. Analysis and decision making
3. Planning
4. Communication (oral and written)
5. Delegation
6. Work habits (high-quality work)
7. Carefulness
8. Interpersonal skill
9. Job knowledge
10. Organizational knowledge
11. Toughness
12. Integrity
13. Development of others
14. Listening
Leadership through Decision Making
 It a specific behavior or skill that is important
for a leader to possess
 In other situations, decisions are best made
with the participation of a leader’s
subordinates, colleagues, or both
 Vroom-Yetton Model, provides a flowchart
that can tell a leader what process to go
through to make a decision in a particular
situation
Leadership through Contact: Management by
Walking Around
 This one holds that leaders and managers
are most effective when they are out of
their offices, walking around and meeting
with and talking to employees and
customers about their needs and progress
Leadership through Power
 It is important to a leader because as it
increases so does the leader’s potential to
influence others
 Five basic types of power:
1. expert
2. legitimate
3. reward
4. coercive
5. referent
Leadership through Vision: Transformational
Leadership
 Transactional leadership consists of the
task-oriented behaviors—setting goals,
monitoring performance, and providing a
consequence to success or failure
o Three dimensions:
 contingent reward, leaders who
reward followers for engaging
 in desired activity
 management by exception–active,
leaders who actively monitor
performance and take corrective
action when needed.
 management by exception–
passive, leaders who do not actively
monitor follower behaviour and
who take corrective action only
when problems are serious
 Transformational leadership focuses on
changing or transforming the goals, values,
ethics, standards, and performance of
others
o three dimensions to transformational
leadership
  charisma (idealized influence,
inspirational motivation)
 intellectual stimulation
 individual consideration
 Good leaders possess five characteristics:
1. vision
2. differentiation
3. values
4. transmission
5. flaws

Leadership through Persuasion

 Persuasion by Communication
o Expertise
o Trustworthiness
o Attractiveness
 The Message
o message discrepancy
o one-sided versus two-sided
arguments
o the use of threats

Project GLOBE (Global Leadership and Organizational

Behavior Effectiveness)
1. discover differences and similarities in
cultures
2. determine why these differences exist