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ECE _ DSST Organizational Behavior

In 1973 victor vroom and phillip yetton developed a

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an immediate source of satisfaction or as a means of future satisfaction. In 1973, Victor Vroom and Phillip Yetton developed a leader-participation model that related leadership behavior and participation to decision making. Recognizing that task structures have varying demands for routine and nonroutine activities, these researchers argued that leader behavior must adjust to reflect the task structure. This model provides a set of rules to determine the form and amount of participative decision making that is desirable in different situations. The attribution theory of leadership proposes that leadership is merely an attribution that people make about other individuals. A theme that carries through this theory is the perception that effective leaders are generally considered consistent or unwavering in their decisions. For example, this theory explains why Ronald Reagan was perceived as an effective leader. He was thought to be fully committed, steadfast, and consistent in the decisions he made and the goals he set. Evidence indicates that a heroic leader is perceived as someone who takes up a difficult or unpopular cause and, through determination and persistence, ultimately succeeds. The charismatic leadership theory says that followers make attributions of heroic or extraordinary leadership abilities when they observe certain behaviors. Studies on charismatic leadership have been directed at identifying those behaviors that differentiate charismatic leaders from their noncharismatic counterparts. Several authors and researchers have attempted to identify personal characteristics of the charismatic leader. Some characteristics are: extremely high confidence, dominance, and strong convictions. While a minority of researchers think that charisma can’t be learned, most experts believe that individuals can be trained to exhibit charismatic behaviors and can thus enjoy the benefits that come with being labeled “a charismatic leader.”
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Transformational leaders are leaders who provide individualized consideration and intellectual stimulation, and who possess charisma . This type of leader inspires followers to transcend their own self-interests for the good of the organization, and who is capable of having a profound and extraordinary effect on his or her followers. They also pay attention to the concerns and developmental needs of individual followers; they change followers’ awareness of issues by helping them look at old problems in new ways; and they are able to excite, arouse, and inspire followers to put out extra effort to achieve group goals. An important trend that has developed over the last few decades is for managers to embrace empowerment . Managers are being advised that effective leaders share power and responsibility with their employees. The empowering leader’s role is to show trust, provide vision, remove performance-blocking barriers, offer encouragement, motivate, and coach employees.
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