Review trait theory research, and discuss the idea of one best style of leadership,
using the Ohio State studies and the Leadership Grid® as points of reference.
Historical leadership research did not support the notion that effective leaders
possessed unique traits from followers. However, teams of researchers reanalyzed
this historical data with modern-day statistical procedures. Results revealed
that individuals tend to be perceived as leaders when they possess one or more
of the following traits: intelligence, dominance, and masculinity. Research also
showed that the personality traits of extraversion, conscientiousness, and openness
to experience were positively correlated with leadership effectiveness. Intelligence
also was modestly related to leadership effectiveness. Research further examined
the relationship between gender and leadership. Results demonstrated that (a)
leadership styles varied by gender, (b) men and women were equally assertive,
and (c) women scored higher than their male counterparts on a variety of effectiveness
criteria. The Ohio State studies revealed that there were two key independent
dimensions of leadership behavior: consideration and initiating structure. Authors
of the Leadership Grid® proposed that leaders should adopt a style that demonstrates
high concern for production and people. Research did not support the premise that
there is one best style of leadership.
Objective [2]
Explain, according to Fiedlers contingency model, how leadership style
interacts with situational control. Fiedler believes leader effectiveness
depends on an appropriate match between leadership style and situational control.
Leaders are either task motivated or relationship motivated. Situation control
is composed of leadermember relations, task structure, and position power.
Task-motivated leaders are effective under situations of both high and low control.
Relationship-motivated leaders are more effective when they have moderate situational
control.
Objective [3]
Discuss Houses revised pathgoal theory and Hersey and Blanchards
situational leadership theory. There are three key changes in the revised
pathgoal theory. Leaders now are viewed as exhibiting eight categories of
leader behavior (see Table 141) instead of four. In turn, the effectiveness
of these styles depends on various employee characteristics and environmental
factors. Second, leaders are expected to spend more effort fostering intrinsic
motivation through empowerment. Third, leadership is not limited to people in
managerial roles. Rather, leadership is shared among all employees within an organization.
According to situational leadership theory (SLT), effective leader behavior depends
on the readiness level of a leaders followers. As follower readiness increases,
leaders are advised to gradually move from a telling to a selling to a participating
and, finally, to a delegating style. Research does not support SLT.
Objective [4]
Describe the difference between transactional and transformational leadership
and discuss how transformational leadership transforms followers and work groups.
There is an important difference between transactional and transformational leadership.
Transactional leaders focus on clarifying employees role and task requirements
and provide followers with positive and negative rewards contingent on performance.
Transformational leaders motivate employees to pursue organizational goals over
their own self-interests. Both forms of leadership are important for organizational
success. Individual characteristics and organizational culture are key precursors
of transformational leadership, which is comprised of four sets of leader behavior.
These leader behaviors, in turn, positively affect followers and work groups
goals, values, beliefs, aspirations, and motivation. These positive effects are
then associated with a host of preferred outcomes.
Objective [5]
Explain the leadermember exchange (LMX) model of leadership and the concept
of shared leadership. The LMX model revolves around the development of dyadic
relationships between managers and their direct reports. These leadermember
exchanges qualify as either in-group or out-group relationships. Research supports
this model of leadership. Shared leadership involves a simultaneous, ongoing,
mutual influence process in which individuals share responsibility for leading
regardless of formal roles and titles. This type of leadership is most likely
to be needed when people work in teams, when people are involved in complex projects,
and when people are doing knowledge work.
Objective [6]
Review the principles of servant-leadership and discuss Level 5 leadership.
Servant-leadership is more a philosophy than a testable theory. It is based
on the premise that great leaders act as servants, putting the needs of others,
including employees, customers, and community, as their first priority. Level
5 leadership represents a hierarchy of leadership capabilities that are needed
to lead companies in transforming from good to great.
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