Chapter 12 (word)

Chapter 12 (word) - Chapter 12-Basic Leadership Theories(13...

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Chapter 12-Basic Leadership Theories (13 questions) Leadership -The use of non-coercive and symbolic influence to direct and coordinate the activities of the members of an organized group toward the accomplishment of group objectives. Trait vs. Behavior Theories Traits Theories of Leadership: -Theories that consider personality, social, physical, or intellectual traits to differentiate leaders from nonleaders. Described as: -Charismatic, Enthusiastic, Courageous Leadership Traits: •Extraversion (ambition, energy) The most important trait of effective leaders Is actually more strongly related to leader emergence rather than effective leadership •Conscientiousness (disciplined, keeping commitments) •Openness (creative and flexible) •Emotional Intelligence (most know how people feel around them) Traits Not Connected to Leadership: -Agreeableness -Emotional Stability Limitations : •No universal traits found that predict leadership in all situations. •Unclear evidence of the cause and effect of relationship of leadership and traits. •Better predictor of the appearance of leadership than distinguishing effective and ineffective leaders. Traits can predict leaders Traits do a better job at predicting the emergence of leaders and the appearance of leadership than in actually distinguishing between effective and ineffective leaders Trait Approach: •Traits (examples) –Extraversion –Conscientiousness –Openness to Experience •Assumption: Leaders are born •Goal: Select leaders •Problems –Traits do not generalize across situations –Better at predicting leader emergence than leader effectiveness
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Behavioral Theories of Leadership: -Theories proposing that specific behaviors differentiate leaders from nonleaders -People can be trained to be leaders Ohio State Studies/University of Michigan Studies –Initiating Structure/Production Orientation –Consideration/Employee Orientation •Assumption: Leaders can be trained •Goal: Develop leaders •Problem: Effective behaviors do not generalize across situations Ohio State Studies: Initiating Structure -The extent to which a leader is likely to define and structure his or her role and those of sub-ordinates in the search for goal attainment. Includes behaviors that attempts to organize work, work relationships, and goals A leader characterized as high in initiating structure = “assigns groups to certain tasks” Consideration -The extent to which a leader is likely to have job relationships characterized by mutual trust, respect for subordinate’s ideas, and regard for their feelings. A leader characterized as high in consideration = “helping employee with personal problems” University of Michigan Studies: Employee-Oriented Leader -Emphasizing interpersonal relations; taking a personal interest in the needs of employees and accepting individual differences among members. Study strongly favored the leaders who were Employee-Oriented
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Chapter 12 (word) - Chapter 12-Basic Leadership Theories(13...

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