Name:________________________________________ Program & Year: ____________ Score: ________________

Course & Cat.#: Psych 213 Time: MWF 5:00-6:00PM Teacher: Jeric Anthony S. Arnado, MAGC, RGC Date: April 29, 2020

Type of Activity:
⎕ Concept Notes ⎕ Laboratory ⎕ Individual ⎕ Quiz ⎕ Formative ⎕ Summative
Drawing out the best
in you! ⎕Exercise/Drill ⎕ Art/Drawing ⎕Pair/Group ⎕Others, specify_____________________________

Learning Activity Sheet # 15

Lesson/Topic : Leadership
Learning Target(s) : (1) To understand the theories of leadership

Reference(s) : Aamodt, M. (2010). Industrial – organizational psychology (6th edition). Cengage learning

Concept/Digest

(Continuation of previous module)

THEORIES OF LEADERSHIP
FIEDLER’s CONTINGENCY MODEL
- Individual’s leadership style is the result of a lifetime of experiences and thus extremely
difficult to change.
- Holds that any individual’s leadership style is effective only in a certain situation.

Favorableness of the Situation a Leader encounter is determined by 3 Variables:

Task structuredness – the more structured the task, the more favorable the situation.

Leader position and power – the greater the position, the more favorable the situation.

Leader-member relations – the more subordinates like the leader, the more favorable the situation.

IMPACT THEORY
A leader has one of the six behavioral style:
1. Informational style – provides information in a climate of ignorance, where important information
is missing from the group.

2. Magnetic style – Leads through energy and optimism and effective only in the climate of despair,
which is characterized by low morale.

3. Position style – leads by virtue of the power inherent in that position. Effective only in climates of
instability- when people are not sure what actions to take.
 4. Affiliation style – leads by liking and caring about others.

5. Coercive style – leads by controlling reward and punishment and is most effective in climate of
crisis.

6. Tactical style- leads through the use of strategy and is not effective in a climate of disorganization.

FOUR Leader Strategies According to IMPACT THEORY

1. Find a climate consistent with your leadership style.
2. Change your leadership style better fit the existing climate.
3. Change your follower’s perception of the climate.
4. Change then actual climate.

SUBORDINATE AND LEADER RELATIOSHIP

A leader’s behavior will be accepted by subordinates only to the extent to which the behavior helps
the subordinates achieve their goals.
Leaders will be successful only if their subordinates perceive them as working with them to meet
certain goals and if those goals offer a favorable outcome for the subordinates.

PATH-GOAL THEORY (R.J. House, 1971)

A leader can adopt one of the four behavioral leadership styles to handle situations:
1. Instrumental style – calls for planning, organizing and controlling activities of the employees.

2. Supportive Style – shows concern for employees.

3. Participant Style – shares information with employees and lets them participate in decision making.

4. Achievement-oriented style – sets challenging goals and rewards increases in performance.

VERTICAL DYAD LINKAGE (VDL) Theory (Dansereav, Graen, & Haga, 1975)
Concentrates on the interaction between leaders and subordinates where leaders develop different
roles with different subordinates and thus act differently with different subordinates.
Subordinates fall into TWO CATEGORIES:
In-group – Those who have developed trusting, friendly relationship with leaders. As a result,
leaders deal with them by allowing them to participate in decisions and rarely disciplining them.
 Out-group – treated differently and are more likely to be given direct orders and to have less say
about how affairs are conducted.

THEORY X and Y (Douglas McGregor, 1960)

Management style is strongly influenced by your beliefs and assumptions about what motivates
members of your team.
Theory X
Assumes that employees are naturally unmotivated and dislike working, and this encourages an
authoritarian style of management.
Theory Y
Expounds participative style of management that is de-centralized, it assumes that employees are
happy to work, are self-motivated and creative, and enjoy working with greater responsibility.