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TAMU ALED 340 - Final Exam Study Guide
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ALED 340 1st EditionFinal Exam Study Guide Lecture 15 What is Contingency Theory? (Ch. 6)According to Northouse - Contingency Theory was developed by Fiedler and is a leader-match theory, which means it tries to match leaders to appropriate situations. It suggests that a leader’s effectiveness depends on the situation. It is concerned with styleand situation. Leadership styles are described as task motivated (low LPC score) or relationship motivated (high LPC score). Situations can be described by three factors: leader-member relations (group atmosphere and degree of loyalty and attraction followers feel toward their leader), task structure (degree to which the requirements of a task are clear and spelled out), and position power (the amount of authority a leader has to reward or to punish followers). These factors determine the favorableness of a situation – a favorable situation will have good leader-member exchange, high structure,and strong position power; whereas, an unfavorable situation will display the opposite. Task motivated leaders (low LPC score) are good in very favorable and very unfavorable situations. Relationship motivated leaders (high LPC score) are good in moderately favorable situations. Lecture – Leader Member Relations are most influential, task structure is less influential, and position power is least influential in the contingency theory. The TA used her and her paintball partner’s relationship as an example throughout the lecture. She said that her and her partner had poor leader member relations because she shot him and therefore he lost trust in her. High task structure has clearly stated and known rules and requirements, few alternative ways to accomplish the task, task completion can beclearly demonstrated, and a limited number of correct solutions exist – she used a McDonald’s flurry as an example for this because there is a certain way to do it and it comes out the same every time. Low task structure demonstrates the exact opposite of low task structure and she said her and her paintball partner’s relationship had poor taskstructure. Position power can be strong or weak – strong meaning that there is the authority to hire or fire or promote, weak meaning there is not the authority to hire or fire. Their paintball relationship had weak position power because no one had authority over the other. In Contingency Theory, leader style is fixed, situation is not – find a leader who fits the situation, or change the situation to the leader’s style Lecture 16 What is Situational Leadership? (Ch. 5)According to Northouse - Situational leadership was developed by Hersey and Blanchard and has been refined and revised several times since its origination. Situational leadership focuses on leaders in situations, and says that different situations require different kinds of leaders. Leadership is composed of both a directive and a supportive dimension, and each must be applied appropriately to a given situation. Basically, situational leadership says that leaders must match their style to the competence and commitment of their followers. S1 (directing style)– High directive, low supportive: leader focuses communication on goal achievement and spends a smaller amount of time using supportive behaviors. Instructions are given and followers are supervised carefully.S2 (coaching style) – high directive, high supportive: leader focuses communication on both achieving goals and meeting followers’ socioemotional needs. Leader must involve himself or herself with followers by giving encouragement and soliciting follower input. Still an extension of S1 (directing) because it still requires the leader to make the final decision.S3 (supporting style) – low directive, high supportive: leader does not focus exclusively on goals but uses supportive behaviors that bring out the follower’s skills around the task to be accomplished. Includes listening, praising, asking for input, and giving feedback. Gives control to followers for day-to-day decisions butremains able to facilitate problem solving. S4 (delegating style) – low directive, low supportive: leader offers less task input and social support, facilitating followers confidence and motivation in reference to the task. Followers take responsibility for getting the job done the way they see fit – leader gives control and refrains from intervening.Second part of Situational Leadership is the development level of the followers (degree of competency and commitment). Competency is being able to perform a task, and commitment is being willing to learn the task with a positive attitude. D1 – low in competence, high in commitmentD2 – some competence, low commitmentD3 – moderate to high competence, lack commitmentD4 – high competence, high commitmentD1 followers need S1 (directing) leaders. D2 followers need S2 (coaching) leaders.D3 need S3 (supporting). D4 need S4 (delegating).In lecture-Lecture 17What are the power bases?Positon Power (power a person derives from a particular office or rank in a formal organizational system):Legitimate – associated with having status or formal job authority (elected officials)Reward – derived from having the capacity to provide rewards to others (receiving an Aggie ring)Coercive – derived from having the capacity to penalize or punish others (clean your room or you will be grounded)Personal Power (influence capacity a leader derives from being seen by followers as likable and knowledgeable): Referent – based on followers’ identification and liking for the leader (doing something for someone only because you care for them)Expert – based on followers’ perceptions of the leader’s competence (Dancing with the Stars)If positional power is used appropriately, you will receive compliance. If positional poweris used excessively, you will receive resistance. Personal power will yield commitment. What is followership?If the definition of leadership is to influence a group of followers toward a common goal,then leadership could not happen without followership. Robert Kelly developed followership. There are different styles of followership based on a followers thinking and behavior. Critical Thinking – mindful of the effects of people’s behavior on achieving organizational goals; internal locus of control; offer constructive criticism, creativity, and innovationUncritical Thinking – do not consider possibilities beyond what he or she is told;


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TAMU ALED 340 - Final Exam Study Guide

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