Chapter12 Task-oriented leaders - see their employees as

lazy, extrinsically motivated, wanting security,

Leadership
undisciplined, and shirking responsibility
Leader emergence - the idea that people who
(team)- are both task and person oriented,
become leaders possess traits or characteristics
different from people who do not become whereas the worst (impoverished) -are neither
leaders. task nor person oriented.

affective identity motivation- People become Some leaders (middle-of-the-road)- have

leaders because they enjoy being in charge and moderate amounts of both orientations.
leading others.
Leadership Opinion Questionnaire (LOQ) -filled
Non-calculative motivation seeks leadership out by supervisors or leaders who want to know
positions when they perceive that such positions their own behavioral style
will result in personal gain.
Leader Behavior Description Questionnaire
social-normative motivation-people become (LBDQ)- completed by subordinates to provide a
leaders out of a sense of duty. For example, a picture of how they perceive their leader’s
member of the Kiwanis Club might agree to be behavior.
the next president because it is “his turn,” or a
Narcissists- are leaders who overcome their
faculty member might agree to chair a
insecurity by overconfidence.
committee out of a sense of commitment to the
university. Fred Fiedler in the mid- 1960 developed The
best-known and most controversial situational
leader performance- involves the idea that
theory.
leaders who perform well possess certain
characteristics that poorly performing leaders do Fiedler’s contingency model -holds that any
not. individual’s leadership style is effective only in
certain situations.
self-monitoring - is especially interesting, as it
focuses on what leaders do as opposed to what Least-Preferred Coworker (LPC) Scale-To help
they are. people understand their leadership style,
leaders identify the subordinate or employee
leadership motive pattern- demonstrates the
with whom they would least want to work.
high-performance managers.
task structuredness -Structured tasks have goals
Job Choice Exercise (JCE)- developed by Stahl
that are clearly stated and known by group
and Harrell 1982. the person reads descriptions
members, have only a few correct solutions to a
of jobs that involve varying degrees of power,
problem, and can be completed in only a few
achievement, and affiliation needs and rates
ways
how desirable he finds each job.
leader position power- the greater the position
Managerial Grid - (Blake & Mouton, 1960 have
or legitimate power of the leader, the more
postulated that differences in leader
favorable the situation.
performance can be attributed to differences in
the extent to which leaders are task versus leader–member relations- The more the
person oriented. subordinates like their leader, the more
favorable the situation.
Leader Match- probably the only training achievement-oriented style - sets challenging
program in the country concentrating on goals and rewards increases in performance.
changing the situation rather than the leader. Achievement oriented style- sets challenging
goals and rewards increases in performance.
IMPACT theory- was developed by Geier,
Downey, and Johnson (1980), who believed that situational leadership theory- theory that
each leader has one of six behavioral styles: focuses on the relationship between leader and
informational, magnetic, position, affiliation, follower
coercive, or tactical.
Leader–member exchange (LMX) theory - was
informational style- provides information in a developed by Dansereau, Graen, and Haga
climate of ignorance, where important (1975) and was originally called vertical dyad
information is missing from the group linkage (VDL) theory. LMX theory is a unique
situational theory that makes good intuitive
magnetic style- leads through energy and
sense.
optimism and is effective only in a climate of
despair, which is characterized by low morale. LMX theory-states that leaders develop
different roles and relationships with the people
position style- leads by virtue of the power
under them and thus act differently with
inherent in that position, individuals who use a
different subordinates
position style will be effective only in climates of
instability. Uncertainty avoidance: The extent to which a
culture avoids uncertainty by using social norms
affiliation style- leads by liking and caring about
and rituals
others
Power distance: The extent to which power is
coercive style leads by controlling reward and
unequally shared
punishment and is most effective in a climate of
crisis Social collectivism: The extent to which a
culture encourages collective distribution of
tactical style- leads using strategy and is most
resources
effective in a climate of disorganization.
In-group collectivism: The extent to which
path–goal theory- a leader can adopt one of four
individuals express pride in their organizations
behavioral leadership styles -to handle each
and families
situation: instrumental, supportive,
participative, or achievement-oriented. Gender egalitarianism: The extent to which a
culture tries to minimize differences in gender
The instrumental style -calls for planning,
roles and prevent discrimination
organizing, and controlling the activities of
employees. Assertiveness: The extent to which individuals
in a culture are assertive and challenging in social
The supportive-style- leader shows concern for
relationships
employees,
Future orientation: The extent to which a
the participative style- leader shares
culture plans for and invests in the future
information with employees and lets them
participate in decision making,
 Performance orientation: The extent to which a
culture encourages and rewards improvement in
performance

Humane orientation: The extent to which a

culture encourages and rewards people for
being fair, caring, and giving

charismatic style- involves vision, inspiration,

integrity, and a performance orientation. self-
protective style -involves following procedure,
emphasizing status differences, being self-
centered, and saving face.

humane style -involves being modest and

helping others.

team-oriented style -involves being

collaborative, building teams, and being
diplomatic.

participative style -involves getting the opinions

and help of others. An autonomous style
involves being independent and individualistic
and making one’s own decisions