Untitled Quiz

Module 4: Leadership Approaches and Theories

• Attitudes are value statements (favorable or unfavorable) about objects, people, or events. They have cognitive, affective, and behavioral components.

• Perception is how individuals organize and interpret sensory information to understand their environment. People act on their perceptions, not objective reality.

• Personality is a combination of psychological traits that characterize a person. Traits like shyness, aggressiveness, and ambition are consistent in various situations.

• Behavior is a response to an action, environment, person, or stimulus.

• Learning is a relatively permanent change in behavior caused by experience.

• Stress is mental, physical, or social force that demands on the body, emotions, mind, or spirit. Stress management involves changing lifestyles, self-care, and managing responses to stressful situations.

• Leadership is the process of influencing people to achieve common goals. Leaders use actions to motivate others towards shared goals. Managers influence their followers within their assigned authority.

• Leadership Theories and Styles

  • Trait Theories: Try to identify characteristics distinguishing leaders from non-leaders. Traits are organized into categories like extraversion, agreeableness, conscientiousness, emotional stability, and openness to experience.

  • Behavioral Theories: Focus on identifying leader behaviors that differentiate effective from ineffective leaders.

• University of Iowa: identified autocratic, democratic, and laissez-faire styles.

• Ohio State: identified consideration and initiating structure as key leadership behaviors.

• University of Michigan: identified employee-oriented and production-oriented styles.

  • Contingency Theories: Suggest that the most effective leadership style depends on or is contingent upon the situation.

• Fiedler Model: A leader's effectiveness depends on their leadership style (task-oriented or relationship-oriented) and the situation. Least Preferred Coworker (LPC) questionnaire measures leadership style.

• Situational Leadership Theory (SLT): Leadership style adjusted based on follower readiness (ability and willingness). Styles include telling, selling, participating, and delegating.

• Path-Goal Theory: Leader's job to clarify the path to goals and reduce roadblocks. Styles include directive, supportive, participative, and achievement-oriented.

• Contemporary Leadership Issues

  • Power: A leader's capacity to influence actions or decisions.
  • Trust: Belief in a leader's integrity, character, and competence.
  • Empowering Employees: Increasing employees' decision-making latitude.

• Motivating Employees:

  • Early Motivation Theories:

• Maslow's Hierarchy of Needs: Five hierarchical needs (physiological, safety, social, esteem, self-actualization).

• ERG Theory: Condenses Maslow's needs into existence, relatedness, and growth needs.

• Herzberg's Two-Factor Theory: Intrinsic factors relate to job satisfaction, extrinsic factors to dissatisfaction.

  • Contemporary Motivation Theories:

• Equity Theory: People compare their inputs/outcomes to others' to maintain perceived fairness.

• Expectancy Theory: Individuals act based on expectations that actions will lead to certain outcomes and the attractiveness of those outcomes.

• Goal-Setting Theory: Employees perform better with specific and challenging goals.

  • Financial Motivational Techniques:

• Wage rate

• Piece rate

• Overtime rates

• Salary

• Commission

  • Non-Financial Motivational Techniques:

• Job simplification

• Job rotation

• Job enlargement

• Job enrichment

• Job characteristics model

• Quality circles

• Managing Work Teams:

  • Types of Work Teams:

• Problem-solving

• Self-managed

• Cross-functional

• Virtual

  • Factors Determining Group Performance: composition, size, norms, cohesiveness.
  • Stages of Team Development (Tuckman's Model): Forming, Storming, Norming, Performing, Adjourning.