Chapter 6- leadership theories and styles

Leaders in general and great leaders are born and not made

People inherit certain qualities and traits that make them more appropriate to leadership

Recognize specific personality or behavioral characteristics shared by leaders

Grid has two dimensions of leader behavior: concern for ppl + concern for production

An employee’s perception of expectancies between his effort & performance is greatly affected by a leader’s behavior

Supports servant leadership ; acts as coaches and facilitators to their subordinates

Leadership as consisting of a number of dyadic relationships linking the leader with a follower

Leader’s build different kinds of relationships with various groups of subordinates. In group & out group

Leaders must be able to inspire organizational members to go beyond their task requirements

Found at all levels of the organization

focuses on the fundamental management process of controlling, organizing and short term planning

Involves motivating and directing followers chiefly through appealing to their own self interest

Suggests a continuum of possible leadership behavior available to a manager and along which many leadership styles may be placed

Shows a range of action related to the degree of AUTHORITY used by the manager and to the area of FREEDOM available to non managers in arriving at decisions

Two extremes of autocratic(boss centered) & free rein (subordinate centered)

Four-fold model of management systems

Model was developed on the basis of a questionnaire administered to managers in over 200 organizations & research

Leader has to match the leadership style accdg. To the readiness of subordinates which moves in stage and has a cycle

Aka Life-cycle theory of leadership

Need to evaluate the leader according to an underlying trait (LEAST PREFFERED COWORKER)

Parallel to the concept of divine right of kings/god ; links back to the greek + roman times

Leader’s clarifying the paths to goals & eliminating hindrances to performance