ALED 340: EXAM 2
25 Cards in this Set
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Situational Leadership: Basic Premise, Goal of the Leader, Aspect of leadership theory was first to address
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Basic premise: there is no "best way to lead a team" (different situations cause for different leadership styles)
Goal of the leader: accurately diagnose the development level of followers
First to address: followers
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4 development styles
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D1: low, competence, high, commitment (enthusiastic)
D2: low, competence, low, commitment (dissolution worker)
D3: high, competence, low, commitment (capable but cautious)
D4: high, competence, high, commitment (achievers)
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4 leadership styles
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S1: Directing
S2: Coaching
S3: Supporting
S4: Delegating
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Contingency Theory: Basic Premise, Goal of the Leader, Aspect of leadership theory was first to address
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Basic Premise: change situation, not style
Aspect of leadership theory was first to address: concern with styles and situation
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Leadership Styles:
Low LPC
Middle LPC
High LPC
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...
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Low LPC
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task motivated
need to accomplish tasks
can be hard on failing employees
considers competence of coworkers to be key trait
enjoys details
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Middle LPC
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socio-independent
self directed
not overly concerned with tasks or relationships
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High LPC
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relationship motivated
likes to please others; see's positives in everyone
considers loyalty of co-workers to be key trait
enjoys people
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Situational Variables (3)
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Leader Member Relations (most important)
-confidence, loyalty, attraction to leader
Task Structure- degree to which tasks are spelled out
High= requirements are clearly stated
Low= no clear requirements
Position Power- authority to reward or punish
High= leader can reward or punish
…
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Situational Favorableness (2 types)
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Task motivated leaders (Low LPC)- will be most effective in favorable & unfavorable situations
Relationship Leaders (High LPC)- most effective in moderately favorable situations
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The theories by Maslow, Herzberg, and McClelland are all examples of what type of motivation theory? In general, what do these types of theories do?
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Content motivation theories
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Maslow's Hierarchy of Needs: Basic assumptions
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5 levels of human needs, needs to be satisfied to change behavior, lower order needs to be fulfilled or nearly fulfilled before reaching next highest
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Label the Hierarchy
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Self Actualization
Esteem
Belonging
Security
Physiological Needs
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Herzberg's Two Factor Theory
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1. Hygiene Factor (policies, supervisor, work conditions)
-without them you aren't happy, adding them motivates you
2. Motivators (achievement, recognition, responsibility)
-motivated to work for better performance
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Compare Maslow's Hierarchy to Herzberg's Two Factor Theory
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Self Actualization- advancement, challenging
Esteem- advancement possibilities, recognition, status
Belonging- company rules and policies
Security- working conditions and job security
Physiological- salary and benefits
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McClelland's Acquired 3 Needs Theory
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1. Achievement
- need for excel
2. Affiliation
- need for interpersonal relationships
3. Power
- influence others
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Personal Investment Theory
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1. Inherent Attractiveness
- what can help make tasks more fun
2. Task Identity
- people can begin and complete a task on their own
3. Skill Variety
- members can use multiple talents
4. Challenge
- tasks should challenge members but not be impossible
5. Outside Rewards (money, aw…
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Path-Goal Theory: Basic Premise, Goal of the leader
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Basic Premise: motivation based leadership theory, emphasize leader relationship
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Leader Behaviors
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Leader Behaviors: Directive "telling" controlling
Supportive- attending to the well-being of subordinates
Participative- shared decision making
Achievement Oriented- challenges for higher achievement
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Subordinate Characteristics
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Need for affiliation, preference for structure, desire for control, self perceived level of proficiency
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Tasks Characteristics
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Design of the task, formal authority system of the organization, primary work group of the sub-ordinate
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Matching leader style with subordinate characteristics
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Supportive- need for affiliations
Directive- Authoritative
Participative- internal locus of control
Directive- external locus of control
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Matching leader style with task characteristics
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Directive- Unclear & ambiguous
Supportive- High repetitive and simple
Achievement Oriented- Challenging and Complex
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Theory X
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avoid responsibility, motivated by money, cannot be trusted, total loser
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Theory Y
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work hard, desire to achieve
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ALED 340: EXAM 3