Org. Change Ch. 6 (MC)

The forces that influence leadership include the relationships and support from subordinates, the nature of the situation, and the leader's style and behavior.

Fiedler's contingency model of leadership: three situational variables that determine the best style of leadership – leader-member relationships, task structure, and positional power.

Hersey and Blanchard's situational theory: a leader's style depends on the maturity and readiness of followers to undertake tasks.

Path-goal theory of leadership: a leader's success is judged by whether followers achieve their goals, and four behaviors suggested: directive, supportive, participative, and achievement-oriented.

Two dominant situational factors for path-goal theory: the characteristics of followers and the nature of the task or job.

Quinn's organizational models: four models distinguished by adaptability and flexibility versus stability and control, and outward or internal focus.

Problems with contingency and situational theory: too many contingent variables, disagreement regarding why some variables should be included, and inconsistencies with observed leadership behaviors.

Pro-social theories of leadership: leaders have social responsibilities, and engagement is important for motivation, retention, effort, creativity, and productivity.

Emotional intelligence (EI) is important for leadership: self-awareness, self-regulation, motivation, empathy, and social skills.

Transformational leadership: four dimensions – charisma, inspiration, intellectual stimulation, and individualized consideration.

Fiedler's theory: best style of leadership depends on situational variables – leader-member relationships, task structure, and positional power.

Hersey and Blanchard: leader's style depends on followers' maturity and readiness to undertake tasks.

Path-goal theory: leader's success is judged by whether followers achieve goals, and four suggested behaviors – directive, supportive, participative, and achievement-oriented.

Quinn's models: four organizational models distinguished by adaptability and flexibility versus stability and control, and outward or internal focus.

Pro-social theories: leaders have social responsibilities, and engagement is important for motivation, retention, effort, creativity, and productivity.

Emotional intelligence: important for leadership, consisting of self-awareness, self-regulation, motivation, empathy, and social skills.

Transformational leadership: consists of charisma, inspiration, intellectual stimulation, and individualized consideration.

Quinn's models propose different leadership styles for different organizational models.

Problems with contingency and situational theories: too many variables, disagreement on which to include, inconsistencies with observed leadership behaviors.

Pro-social theories: approaches to leadership based on social responsibilities and engagement.

Emotional intelligence: essential for leadership and consists of self-awareness, self-regulation, motivation, empathy, and social skills.

Transformational leadership: consists of charisma, inspiration, intellectual stimulation, and individualized consideration.

Fiedler's theory: best style of leadership depends on situational variables – leader-member relationships, task structure, and positional power.

Hersey and Blanchard: leader's style depends on followers' maturity and readiness to undertake tasks.

Path-goal theory: leader's success is judged by whether followers achieve their goals, and four suggested behaviors – directive, supportive, participative, and achievement-oriented.

Quinn's models: propose different leadership styles for different organizational models.

Problems with contingency and situational theories: too many variables, disagreement on which to include, inconsistencies with observed leadership behaviors.

Pro-social theories: approaches to leadership based on social responsibilities and engagement.

Emotional intelligence: essential for leadership and consists of self-awareness, self-regulation, motivation, empathy, and social skills.

Transformational leadership: consists of charisma, inspiration, intellectual stimulation, and individualized consideration.

Fiedler's theory: best style of leadership depends on situational variables – leader-member relationships, task structure, and positional power.

Hersey and Blanchard: leader's style depends on followers' maturity and readiness to undertake tasks.

Path-goal theory: leader's success is judged by whether followers achieve their goals, and four suggested behaviors – directive, supportive, participative, and achievement-oriented.

Quinn's models: propose different leadership styles for different organizational models.

Problems with contingency and situational theories: too many variables, disagreement on which to include, inconsistencies with observed leadership behaviors.

Pro-social theories: approaches to leadership based on social responsibilities and engagement.

Emotional intelligence: essential for leadership and consists of self-awareness, self-regulation, motivation, empathy, and social skills.

Transformational leadership: consists of charisma, inspiration, intellectual stimulation, and individualized consideration.

Fiedler's theory: best style of leadership depends on situational variables – leader-member relations, task structure, and positional power.

Hersey and Blanchard: leader's style depends on followers' maturity and readiness to undertake tasks.

Path-goal theory: leader's success is judged by whether followers achieve their goals, and four suggested behaviors – directive, supportive, participative, and achievement-oriented.

Quinn's models: propose different leadership styles for different organizational models.

Problems with contingency and situational theories: too many variables, disagreement on which to include, inconsistencies with observed leadership behaviors.

Pro-social theories: approaches to leadership based on social responsibilities and engagement.

Emotional intelligence: essential for leadership and consists of self-awareness, self-regulation, motivation, empathy, and social skills.

Transformational leadership: consists of charisma, inspiration, intellectual stimulation, and individualized consideration.

Fiedler's theory: best style of leadership depends on situational variables – leader-member relations, task structure, and positional power.

Hersey and Blanchard: leader's style depends on followers' maturity and readiness to undertake tasks.

Path-goal theory: leader's success is judged by whether followers achieve their goals, and four suggested behaviors – directive, supportive, participative, and achievement-oriented.

Quinn's models: propose different leadership styles for different organizational models.

Problems with contingency and situational theories: too many variables, disagreement on which to include, inconsistencies with observed leadership behaviors.

Pro-social theories: approaches to leadership based on social responsibilities and engagement.

Emotional intelligence: essential for leadership and consists of self-awareness, self-regulation, motivation, empathy, and social skills.

Transformational leadership: consists of charisma, inspiration, intellectual stimulation, and individualized consideration.

Fiedler's theory: best style of leadership depends on situational variables – leader-member relations, task structure, and positional power.

Hersey and Blanchard: leader's style depends on followers' maturity and readiness to undertake tasks.

Path-goal theory: leader's success is judged by whether followers achieve their goals, and four suggested behaviors – directive, supportive, participative, and achievement-oriented.

Quinn's models: propose different leadership styles for different organizational models.

Problems with contingency and situational theories: too many variables, disagreement on which to include, inconsistencies with observed leadership behaviors.

Pro-social theories: approaches to leadership based on social responsibilities and engagement.

Emotional intelligence: essential for leadership and consists of self-awareness, self-regulation, motivation, empathy, and social skills.

Transformational leadership: consists of charisma, inspiration, intellectual stimulation, and individualized consideration.

Fiedler's theory: best style of leadership depends on situational variables – leader-member relations, task structure, and positional power.

Hersey and Blanchard: leader's style depends on followers' maturity and readiness to undertake tasks.

Path-goal theory: leader's success is judged by whether followers achieve their goals, and four suggested behaviors – directive, supportive, participative, and achievement-oriented.

Quinn's models: propose different leadership styles for different organizational models.

Problems with contingency and situational theories: too many variables, disagreement on which to include, inconsistencies with observed leadership behaviors.

Pro-social theories: approaches to leadership based on social responsibilities and engagement.

Emotional intelligence: essential for leadership and consists of self-awareness, self-regulation, motivation, empathy, and social skills.

Transformational leadership: consists of charisma, inspiration, intellectual stimulation, and individualized consideration.

Winston Churchill, Bill Clinton, Steve Jobs are examples of leaders with legitimate, expert, and referent power.

Trait Theories from the 1950s suggested leaders are born with certain qualities for success. Six traits of successful leaders were proposed: intelligence, extroversion, dominance, masculinity, conservatism, and being more adjusted than non-leaders.

Behavioural Style Theories from the 1960s suggested leadership can be learned, focusing on leader’s actions rather than thinking.

Contingency and Situational Theories from the 1960s emphasized situational variables in determining appropriate leadership style. Legitimate and coercive power was still held by the leader.

Relational and Pro-social Theories from the late 1970s and onwards view leadership as interpersonal and co-created, with a strong ethical component and a shift in focus from power to people.

Charismatic-visionary leadership involves frame-breaking, frame-moving, and frame-realignment.

Trait theories underpinned the idea that leaders are born, emphasizing what leaders should be like. Six traits of successful leaders were proposed: intelligence, extroversion, dominance, masculinity, conservatism, and being more adjusted than non-leaders.

Behavioural Style Theories from the 1960s suggested that leadership can be learned, focusing on a leader's actions rather than their thinking.

Michigan studies identified two independent dimensions of leadership style: consideration and initiating structure. Consideration is the degree to which a leader builds trust and mutual respect, while initiating structure is the degree to which a leader structures their role and the interactions within the group towards formal goals.

The Leadership Grid is a simplified way of categorizing different aspects of leadership behavior. Five desirable leadership behaviors were condensed from a long list: being visionary, showing strong confidence, communicating high performance expectations, personally exemplifying the vision, and demonstrating personal sacrifice, determination, persistence, and courage.

Contingency and Situational Approaches to Leadership emphasize the importance of situational variables in determining the appropriate leadership style. The forces determining the style of leadership originate from both the manager and the situational factors.