Summary: Leaderschip & Organization

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• 1 Theories of Leaderschip

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• Name the three major perspectives in leadership theory

  -characteristics of the leader - i.e. traits (motives, personality), value and moral development, confidence and optimism, skills and expertise, influence tactictics, attributions about followers, beliefs and assumptions
  
  -characteristics of the follower - i.e. traits (needs, value, self-concept), confidence and optimism, skills and expertise, attributions about the leader, identification with the leader, task commitment and effort, satisfaction with job and leader, cooperation and mutual trust. 
  
  -characteristics of the situation- i.e. type and size of organizational unit, position power, task structure and complexity, organizational culture, enviromental uncertainty and change, external dependencies and constraints

• Explain the  self-confidence benefits and disadvantages

  benefits: you see yourself as more competence then you really are. 
  disadvantage: lead to misinterpretation of a situation or being to bossy (cow-fence)

• Behavioral theory: Name the differences between Theory X & Theory Y Managers

  Theory X managers believe that people..:
  

  • dislike to work and will avoid it.
  • coerced, directed, or threatened with punishment to achieve organizational objectives.
  • prefers to be directed, avoids responsibility, little ambition and wants security above all.

  Theory Y managers believe that people: 
  

  • learns to accept and  seek responsibility
  • will exercise self-direction and self-control
  • use solving  problems, ingenuity and creativity
  • intellectual potentialities utilized in  modern industrial life conditions. 

• explain the Contigency theories of Fiedler's LPC Contingency model

  Leadership style measured with the Least Preffered Co-worker scale  shows that scoring low on every domain shows that Low LPC which refers to a task leadership orientation. Scoring high on every domain show High LPC which refers to a relationship leader orientation. 
  
  -Fiedler also believed that situations could be classified in terms of favoribleness (situation control)determind by 3 factors:
  

  1. leader member relation
  2. task structue-degree of job structure 
  3. position power- authority of the manager

• explain path-goal contigency theory, give two forms of path-goal theory

  The theory states that a leader's behavior is contingent to the satisfaction, motivation and performance of her or his subordinates. 
  - task oriented:  task are complex and difficult, and employee have little to no experiences
  
  -supportive leadership: task is very tedious dangerous, or stressful. 

• Contigency theories:Explains the Hersey-blanchard Model of leadership. give a couple examples.

  According to Hersey-blanchard model task behavior is extent to which the leader engages in spelling out the duties and responsibilities to an individual or group. relationship behavior is the extent to which the leader engages in two ways or multi-way communications. maturity refers to the willingness and ability of a person to take responsibility for directing his or her own behavior.
  
  directing: high task, low relationship
  coaching: both high
  supporting: low task, high relationship
  delegating: both low

• contigency theoryies: Explain adair's action-centered leadership model

  it is Adair's three core overlapping circles which measures management responsibilities:
  

  • achieving the task 
  • support and review individuals
  • managing the team or group

• theorie stransformational leadership, explain short what transformational means

  Transformational leadership enhances the motivation, morale, and job performance of followers. being a role model for followers that inspires them and makes them interested.They put passion and energy into everything. They care about you and want you to succeed.
  charismatic leader 

• What are important characters for a charismatic leader?

  
  *Novel and appealing vision
  * Emotional appeal to values
  * Unconventional behavior
  * Self sacrifice
  * Confidence
  * Optimism

• What have effective leaders in common according to Goleman (1998)?

  They all have a high degree of emotional intelligence.