IO LEADERSHIP

• LEADER EMERGENCE 


  The idea that people who become leaders possess traits or characteristics different from people who do not become leaders
• Affective Identity Motivation


  The motivation to lead as a result of a desire to be in charge and lead others.
• Non-Calculative Motivation


  Those who seek leadership positions

  because they will result in personal

  gain.
• Social-Normative Motivation


  The desire to lead out of a sense of

  duty or responsibility
• Leader Performance 


  The idea that leaders who perform well possess certain characteristics that poorly performing leaders do not.
• Meta-analyses suggest that men and women are

  equally effective as leaders, though their

  effectiveness varies by context. Men tend to be more

  effective in traditionally masculine settings with

  predominantly male subordinates, while women

  excel in less masculine contexts. Additionally,

  women are more likely to adopt behaviors linked to

  high-quality leadership.
• Thematic Apperception Test (TAT)


  A projective personality test in which

  test takers are shown pictures and

  asked to tell stories. It is designed to

  measure various need levels.
• Job Choice Exercise (JCE)


  An objective test wherein the test taker reads descriptions of jobs that involve varying degrees of power, achievement, and affiliation needs and rates how desirable he finds each particular job
• Three Main Causes of Poor Leadership Behavior

  Lack of Training

  Cognitive Defieciencies

  Personality
• Three Specific Personality Types

  Paranoid or Passive Aggressive

  High Likability Floathe

  Narcissist
• PARANOID OR PASSIVE-AGGRESSIVE


  These leaders may seem pleasant and give compliments but they

  secretly resent others’ success.
• HIGH-LIKABILITY FLOATE


  These leaders are friendly and avoid

  conflict at all costs. They prefer to go along with others rather than standing up for their team’s needs.
• NARCISSIST


  Narcissistic leaders cover their insecurity with overconfidence.

  They crave attention, seek praise, and take credit for successes while avoiding blame for any failure
• Six Behavioral Styles and in Their Climates 


  Informational Style

  Magnetic Style

  Position Style

  Affiliation Style

  Coercive Style

  Tactical Style
• Four Behavioral Leadership Styles 


  Instrumental Style

  Supportive Style

  Participative Style

  Achievement Oriented Style
• SITUATIONAL LEADERSHIP THEORY

  BY HERSEY AND BLANCHARD


  A theory of leadership stating that

  effective leaders must adapt their style of leadership to fit both the situation and the followers.
• Dansereau and his colleagues believed that

  subordinates fall into one of two groups:

  1.The in-group

  In-Group members tend to have high-quality exchanges with the leader, characterized by trust, respect, and mutual support.

  2. The out-group

  Out-Group members typically have lower-quality exchanges, which may be limited to basic, task-related interactions with fewer resources or

  support.
• Expert Power


  Power that individuals have

  because they have knowledge
• Legitimate Power


  The power that individuals have

  because of their elected or

  appointed position
• Reward Power 


  Leadership power that exist to the extent that the leader has the ability to and authority to provide rewards
• Coercive Power


  The power to punish others
• Referent Power


  The power that exist when

  followers can identify with the

  leader and the leader’s goals
• Transformational leaders are labeled as Charismatic, Visionary, and Inspirational.
• Transactional Leadership

  Leadership where the

  leader focuses on the task-oriented behaviors

  THREE DIMENSIONS

  Contingent reward - Followers are

  rewarded by the leaders for engaging in a desired activity

  Management by exception-active- Leaders

  actively monitor performance and take corrective action when needed.

  Management by exception-passive-

  Opposite of management by exception- active and leader only take action when problems are serious
• PATH-GOAL THEORY


  A theory of leadership stating that

  leaders will be effective if their behavior helps subordinates achieve relevant goals
• Informational style


  A style of leadership in which

  the leader leads through

  knowledge and information.

  The leader in this style provides

  information in a climate of

  ignorance (organizational

  climate wherein information is

  not available).
• Magnetic style


  A leader leads in this style

  through energy and optimism.

  A style of leadership in which

  the leader has influence

  because of his or her

  charismatic personality
• Position style


  Leader who leads by this style

  uses virtue of the power inherent in that position.
• Affiliation style


  A person who leads by this style

  uses liking and caring about

  others in order to lead, similar

  to a one person oriented leader.
• Coercive style


  A person who uses this style

  leads by controlling rewards

  and punishment most effective

  in climates of crisis.
• Tactical style


  A tactical style leader which

  leads through the use of

  strategy and is most effective in

  a climate of disorganization
• Impact Theory


  Developed by Geier Downey, and Johnson (1980) who believed that each leader had one of the six behavioral styles and each one of these leadership styles will be only effective in one of six organizational climate
• LEAST-PREFERRED COWORKER (LPC)

  SCALE


  A test used in conjunction with Fiedler’s contingency model to reveal leadership style and effectiveness.
• Situational theory by Fred Fiedler


  The best-known and most controversial situational

  theory was developed by Fred Fiedler in the mid-1960. Fiedler believed that an individual’s leadership style is the result of a lifetime of experiences and is extremely

  difficult to change.