INDE 6335- ENG. ADMINISTRATION
LEADERSHIP EMERGING AND CHANGING CONCEPTSDr. Christopher A. ChungDept. of Industrial Engineering
AGENDAFielders contingency modelVroom-Jago Leadership ModelAttribution Theory of LeadershipCharismatic LeadershipTransactional LeadershipSubstitutes for leadership
FIEDLERS CONTINGENCY MODELLeadership effectivenessf(leadership style, sit. favorableness)Leadership styleTask leadershipRelationship leadershipSituational favorablenessLeader-member relationsTask structurePosition power
RelationsTask StructurePosition PowerStrngStrngStrngStrngGoodGoodGoodGoodLowLowLowLowPoorPoorPoorPoorHighHighHighHighWeakWeakWeakWeak I II III IV V VI VII VIIIFavorablefor leaderUnfavorablefor leaderFIEDLERS CONTINGENCY MODELTaskMotivatedTaskMotivatedRelationshipMotivated
FCM - LEADERS SHOULD CHANGETHE SITUATIONYou are what you areModifying leader-member relationsModifying task structureModifying position power
VROOM-JAGO LEADERSHIP MODELMost effective leadership decision making procedure in different situationsTwelve different problem attributesSeven leadership decision making stylesComplex without simplifying assumptionsLimited empirical evidence
DECISION EFFECTIVENESS
DECISION STYLESAutocratic IYou decide based on your infoAutocratic IIYou gather info from subordinates, you decideConsultative IShare problem with subordinates individually then you decideConsultative IIShare problem with subordinates together than you decideGroup IAnalyze problem with a subordinate, group decisionGroup IIAnalyze problem with group, group decisionDelegative ISubordinate given problem who makes decision
REDUCED SET OF DECISION VARIABLESQR - Quality RequirementCR - Commitment RequirementLI - Leader's InformationST - Problem StructureCP - Commitment ProbabilityGC - Goal CongruenceCO - Subordinate ConflictSI - Subordinate Information
TIME DRIVEN-GROUP PROBLEM CR CR LI LI ST ST CP CP CP CP GC GC GC GC CO CO SI SI AIGIICIIGIICIIAIICICIIAIGIIHIGHLOWYESYESYESYESHIGHLOWLOWHIGHYESYESYESYESYESYESYESYESYESYESYESYESYESNONONONONONONONONONONONONONONONO QR
ATTRIBUTION THEORY OF LEADERSHIPLeader observes follower behaviorSearches for Informational cues Causes for behaviorConstruct causal explanationsPerceives source of responsibilityTakes action
INFORMATION QUESDistinctivenessTask related?ConsistencyHow frequently?ConsensusOthers behave the same?
CAUSES OF BEHAVIORInternalPersonExternalTaskContext
QUALITY PROBLEM EXAMPLEInformation CuesDistinctivenessConsistencyConsensusPerceived source of responsibility
CHARISMATIC LEADERSHIPThe ability to influence followers based on a super-natural gift and attractive powers.
CHARISMATIC LEADERSHIPTypesVisionaryCrisis basedCommunicationNo specific set of behaviors and attributes are universally accepted
TRANSACTIONAL LEADERSHIPLeader identifies followers needsLeader helps followers identify goalsRelies onContingent rewardManagement by exception
TRANSFORMATIONAL LEADERSHIPForm of transactional leadershipLeader has a vision involving major organizational changesIndividual attentionFollowers are motivated by internal rewards
SUBSTITUTES FOR LEADERSHIPNeed neutralized by characteristics ofSubordinate, task, organizationExamplesExperienced, well-trained, knowledgeable employeesJob with feedbackClose-knit, cohesive groups
GROUP ISSUESWhat makes a group a groupTypesFormationCharacteristics
TYPESFormalSanctioned by the organizationTeamsInformalNot sanctioned by the organizationPersonal interestsMixCompany sponsored sports teams
FORMATIONFormingStormingNormingPerforming
CHARACTERISTICSStructureStatus HierarchyRolesNormsLeadershipCohesiveness
INTERGROUP BEHAVIORGroup conflictInterdependenceCohesivenessIncreasing group conflict
INTERDEPENDCEPooledSequentialReciprocal
COHESIVENESSWhy to want to increase or decrease itHow you can increase it or decrease it
INCREASING GROUP CONFLICTCommunicationOutsidersAltering structureCompetition
EARLY LEADERSHIP MODELSLikertCan only be one of two different types of leadersJob centered leader or Employee centered leaderFleishmanCan be both at the same time to different degrees
SITUATIONAL LEADERSHIPTHEORY MODELSFiedler's ContingencyYou are what you are change the situationPath GoalExpectancyHersey-Blanchard SituationalDegree of willingness and ablenessLeader-Member ExchangeNot everybody is treated the same
EMERGING MODELSVroom-Jago7 leadership styles autocratic, consultative, groupAttributionDistinctiveness, consistency, consensusCharismaticSupernaturalTransactionalReward basedTransformational
SURVEY PROCEDUREConstruct reliabilityItem remainder correlationCronbach alpha
*Task-controlling, structuringRelationship-passive, considerate
Relations-confidence, trust, respectStructure-how structured with respect to goal clarity, problem solving, feedbackPower-How much power does the position haveFeedback of the problemA lot of team based things uh ah self manegemnt or lreader or manager there are situration shwerer
*Physical behavior Formal groups , Duncan club, auto club. Company sponsored sports team, formation of *Formation, stroming, *Describe, *Leadership and groups vaadi moda
*Issue of cohesiveness, talks about fuck*Pooled sequential reciprocal (example of asthama guys making ship cleaning, big mess), production guys will problem *Important. *Communication, outsiders **Likert-Mark TwainJob centered-relys on organizational given power, closely observes workEmployee centered-concerned with workers growth, creates a supportive work environment.Ethics important
LEADERSHIPSGROUP BEHABIVORS
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