Name:________________________________________ Program & Year: ____________ Score: ________________

Course & Cat.#: Psych 213 Time: MWF 5:00-6:00PM Teacher: Jeric Anthony S. Arnado, MAGC, RGC Date: April 27, 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 # 14

Lesson/Topic : Leadership
Learning Target(s) : (1) To learn what type of people become good leaders;
(2) To understand the importance of leaders adapting their behavior to each
situation;
(3) Know what skills are essential for effective leadership.

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

Concept/Digest

Many different theories about leadership have been developed over the last few decades. Although
none of the theories “tells the whole story” about leadership, each has received at least some empirical
support. Understanding the theories and research behind leadership is important because the theory that
company executives believe about leadership will, for the most part, determine how an organization selects or
develops its managers.
For example, if we believe that certain people are “born leaders” because of their personal traits,
needs, or orientation, then managers could be selected partially on the basis of their scores on certain tests.
But if we believe that leadership consists of specific skills or behaviors, then theoretically we should be able
to train any employee to become an outstanding leader. If we believe that good leadership is the result of an
interaction between certain types of behaviors and particular aspects of the situation, then we might choose
certain types of people to be leaders at any given time, or we might teach leaders how to adapt their behavior
to meet the situation.
The module provide brief explanations of the most popular leadership theories. When reading about
each theory, think about what the theory would imply about the selection or development of leaders for an
organization. In addition, think of how you manage and the type of leader you wish to be.

PERSONAL CHARACTERISTICS ASSOCIATED WITH LEADERSHIP

1. Leader Emergence – is the idea that leaders possess traits or characteristics different from non-
leaders. That the known leaders of today have something in common that you and your neighbor
doesn’t have.
2. Leader Performance – involves the idea that excellent leaders possess certain characteristics that
poor leaders do not.
Examples: Intelligence, assertiveness skills, independent  Effective
Shy. Aloof, and calm  Poor
RELATIONSHIP BETWEEN PERSONAL CHARACTERISTICS AND LEADER PERFORMANCE
Traits such as intelligence and interpersonal adjustment  common traits of E-leaders
E-leaders have need for power, achievement and affiliation.
Tools to measure:
 Thematic Apperception Test (TAT)
 Job Choice Exercise (JCE)
 Orientation
 Person-Oriented – act in a warm and supportive manner and show concern for their
subordinates. Believes that employees are intrinsically motivated, seek responsibility, self-
controlled and do not necessarily dislike work. They consult subordinates for work
decisions.
 Task-Oriented – define and structure their own roles and those of their subordinates to attain
the group’s formal goals. They see their employees as lazy, extrinsically motivated, wanting
security, undisciplined, and shrinking responsibility. They tend to lead by giving directives,
setting goals, and make decisions without consulting their subordinates.

Can be measured through: Leadership Opinion Questionnaire (LOQ)

Leader Behavior Description Questionnaire (LBDQ)

POOR LEADERS HAVE THE FOLLOWING:

Lack of Training
Cognitive Deficiencies – unable to learn from experience and are unable to think strategically.
Make the same mistakes and do not plan ahead.
Personality – insecure, paranoid, high likability floaters (goes along with others and never challenge
anyone’s ideas) and narcissist.

LEADER AND THE SITUATION

A leader’s effectiveness often depends on the particular situation which the leader finds himself.

(To be continued in the next module)