2. Affective
Identity Motivation- they
enjoy being in charge and leading
others
Noncalculative
Motivation- for
personal gain
Social-Normative
Motivation- out of
sense of duty/obligation
3. High
in nP and low in nAff
3 Personalities:
2
Paranoid/Passive-Aggressive- charming, quiet
people but back stabber
High Likability Floater- insecure, seldom rock the
boat or cause trouble
Narcissists- overcome insecurity by
overconfidence
types of leaders:
Person-oriented Leader- high in Consideration
Task-Oriented Leader- high in Initiating Structure
4. 1. FIEDLER’S CONTIGENCY THEORY
-leadership styles is effective only in certain
situations.
-one should understand styles of leadership
rather than changing them
-“Leader-Match Training”
LPC
SCALE (LEAST PREFERRED COWORKER)
LPC leaders= task-oriented (best in
situations that are either favorable or
unfavorable
LPC leaders= interpersonal (moderate f)
5. Task
Structuredness- goals clearly stated
& known by members (tasks are
standardized)
Leader
Position Power- high position/
legitimate power = favorable
Leader-Member
Relations- high
subordinates who like leaders= favorable
(support & loyalties of followers)
6. 2. IMPACT THEORY
6 styles:
STYLES
CLIMATE
Informational Style
IGNORANCE
Magnetic Style
DESPAIR
Position Style
INSTABILITY
Affiliation Style
ANXIETY
Coercive Style
CRISIS
Tactical Style
DISORGANIZATION
7. 3. HOUSE’s PATH-GOAL THEORY
4 leadership styles: (SPAID)
SUPPORTIVE STYLE- supportive relationships with
subordinates
PARTICIPATIVE STYLE- includes subordinates in
decision making
ACHIEVEMENT-ORIENTED STYLE- set challenging
goals & rewards which increases performance
INSTRUMENTAL STYLE- planning, organizing,
provides specific guidelines & clear rules
8. 3. HERSEY & BLANCHARD’s
SITUATIONAL LEADERSHIP THEORY
Follower Readiness- most important
follower characteristic (ability &
willingness to perform task)
Maturity- leaders adapting to
followers
Competence & Motivation
4 Readiness & 4 Behavioral Styles
10. LMX
THEORY/VDL THEORY
-Leader-Member Exchange or Vertical
Dyad Theory
-relationship between people
2
Groups:
In-group- high quality of relationship
with the leader
Out-group- low quality of relationship
11. VROOM-YETTON
MODEL- inclusion of group
members in DM process
STYLES
DESCRIPTION
Autocratic 1
(A1)
Leader decides alone
Autocratic 2
(A2)
Leader gets information from members then decides
alone
Consultative 1
(C1)
Leader shares the info. “individually” then decides
alone
Consultative 2
(C2)
Leader shares the info. In “groups” then decides alone
Group 2
Leader shares the info in group & let the group reach
consensus
13. FRENCH
5
& RAVEN’s BASE OF POWER
Basic Types of Power
EXPERT- knowledgeable
LEGITIMATE- on the basis of position bestowed
REWARD- control financial & nonfinancial reward
COERCIVE-control punishment
REFERENT- lie in the positive feelings that others
hold for him; obtain by complimenting others,
doing favors, friendly & supportive
14. TRANSACTIONAL
LEADERSHIP
-task-oriented behavior
-setting goals, monitoring performance,
providing consequences to success or failure
3 dimensions:
1. Contingent Reward-rewarding followers for
engaging desired activities
2. Management by Exception/ACTIVE- monitor
performance & take coercive action
3. Management by Exception/PASSIVE- do not
actively monitor performance & take
coercive actions only when necessary
15. BASS’
TRANSFORMATIONAL LEADERSHIP
-changing or transforming the goals, values,
ethics, standards & performance of others
3 Dimensions:
1. Charisma- enthusiasm, high moral & ethical
standards
2. Intellectual Stimulation- open thinking
3. Individual Consideration- encourage
individual growth
16. IOWA
3
STUDIES: Kurt Lewin’s Leadership Styles
leadership styles: (*LAD)
LAISSEZ-FAIRE- minimize leader’s involvement
in DM; allowing subordinates to make decisions
with little guidance
AUTOCRATIC- leader takes decision without
consulting others
DEMOCRATIC- leader involves people in DM
17. OHIO
STATE STUDIES
2 Major Dimensions:
INITIATING STRUCTURE- (task-oriented)
leaders define their own & their
subordinates roles in achieving the
group’s formal goals.
CONSIDERATION- (relationship-oriented)
supportive, participative, with respect
for others
18. BLAKE
& MOUTON’s MANAGERIAL GRID
5 Types: (*CAMIT)
COUNTRY CLUB MANAGEMENT- low in task
orientation; high in relationship orientation
AUTHORITY-COMPLIANCE- high in task
orientation; low in relationship orientation
MIDDLE-OF-THE-ROAD- weak balance of focus
IMPOVERISHED MANAGEMENT- (lazy
approach) LOW in task and relationship
orientation
TEAM MANAGEMENT- HIGH in task and
relationship orientation
19.
RENSIS LIKERT’s LEADERSHIP STYLES
4 Leadership Styles: (*C BEAP)
CONSULTATIVE- consults subordinates but
leader makes major decisions
BENEVOLENT AUTHORITATIVE- uses “rewards”
to encourage others; concern + authority
EXPLOITIVE AUTHORITATIVE- uses threat “fearbased method” ; low concern for people
PARTICIPATIVE- allowing subordinates to
participate in the DM
20. LORD
& MAHEL’s IMPLICIT LEADERSHIP
THEORY
-Leadership: outcome of a perceptual process
involving both leaders & subordinates
-Leaders affect performance of member
through behavior, traits, charisma, qualities,
abilities, etc.
-PROTOTYPE-mental representation of a
leader
-FOLLOWER’S PERCEPTION- general impression
of a leader based on one’s prototype
