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Leadership
Military Psychology
Leadership Defined
Leadership
Leadership Theories:
McGregors Theory X / Theory Y
Theory
Theory
Leadership Theories:
Trait Approach
What traits or characteristics do good leaders possess?
Bass (1990) 10 traits:
1.
Desire to achieve
2.
Desire to influence others for common good
3.
High energy level
4.
Persistence
5.
Task competence
6.
Interpersonal skills
7.
Self-confidence
8.
Willingness to act
9.
Tolerance for stress
10. Flexibility
Leadership Theories:
Trait Approach
Correlates of leadership
Leadership Theories:
Behavioral Approach
Surveys
Interviews
Observations
Leadership Theories:
Behavioral Approach
Behavioral Approach Conclusions
Leadership Theories:
Contingency (Situational) Approach
Contingency Approach Leaders can be trained to diagnose
situational factors and select appropriate leadership style
Situational Factors
4 theories
1.
2.
3.
4.
Leadership Theories:
Contingency (Situational) Approach
Normative Decision Making Model (Vroom, Yetton, Jago)
focuses on the optimal level of participation that followers
should have in decision-making process 2 factors
1.
2.
Leadership Theories:
Contingency (Situational) Approach
Normative Decision Making Model eight questions to help
determine decision-making style
1 Quality Requirement (QR): How important is the technical quality of
the decision?
2. Commitment Requirement (CR): How important is subordinate
commitment to the decision?
3. Leader's Information (LI): Do you (the leader) have sufficient
information to make a high quality decision on your own?
4. Problem Structure (ST): Is the problem well structured (e.g., defined,
clear, organized, lend itself to solution, time limited, etc.)?
5. Commitment Probability (CP): If you were to make the decision by
yourself, is it reasonably certain that your subordinates would be
committed to the decision?
6. Goal Congruence (GC): Do subordinates share the organizational
goals to be attained in solving the problem?
7. Subordinate conflict (CO): Is conflict among subordinates over
preferred solutions likely?
8. Subordinate information (SI): Do subordinates have sufficient
information to make a high quality decision?
Leadership Theories:
Contingency (Situational) Approach
Situational Leadership Theory (Hersey & Blanchard) The
appropriate leadership behavior is contingent on diagnosis of
maturity level or readiness of followers
High
1.
Directing /
Telling
2. Selling /
Coaching
Task
Oriented
4. Delegating
Low
Low
3. Supporting /
Participating
Relationship Oriented
High
Follower Readiness
1. Unable & Insecure/Unwilling
2. Unable & Confident/Willing
3. Able & Insecure/Unwilling
4. Able & Confident/Willing
Leadership Theories:
Contingency (Situational) Approach
Contingency Model (Fiedler) Leaders style is fixed, so must
select right leader for job based on situation favorability
Leadership style (relationship-oriented vs. task-oriented)
based on Least Preferred Coworker Scale
Low LPC motivated by task completion
High LPC motivated by maintaining group relationships
Leadership Theories:
Contingency (Situational) Approach
Least Preferred Coworker Scale
Pleasant:
___:___:___:___:___:___:___:___:
8 7 6 5
4 3 2 1
Friendly:
___:___:___:___:___:___:___:___:
8 7 6 5
4 3 2 1
Rejecting:
___:___:___:___:___:___:___:___:
1 2 3 4
5 6 7 8
Tense: ___:___:___:___:___:___:___:___:
1 2 3 4
5 6 7 8
Distant:
___:___:___:___:___:___:___:___:
1 2 3 4
5 6 7 8
Supportive:
___:___:___:___:___:___:___:___:
8 7 6 5
4 3 2 1
Cold: ___:___:___:___:___:___:___:___:
1 2 3 4
5 6 7 8
Boring: ___:___:___:___:___:___:___:___:
1 2 3 4
5 6 7 8
Quarrelsome:
___:___:___:___:___:___:___:___:
1 2 3 4
5 6 7 8
Gloomy:
___:___:___:___:___:___:___:___:
1 2 3 4
5 6 7 8
Open: ___:___:___:___:___:___:___:___:
8 7 6 5
4 3 2 1
Backbiting:
___:___:___:___:___:___:___:___:
1 2 3 4 5 6 7 8
Untrustworthy:
___:___:___:___:___:___:___:___:
1 2 3 4 5 6 7 8
Considerate:
___:___:___:___:___:___:___:___:
8 7 6 5 4 3 2 1
Nasty: ___:___:___:___:___:___:___:___:
1 2 3 4 5 6
7 8
Agreeable:
___:___:___:___:___:___:___:___:
8 7 6 5 4 3 2 1
Insincere:
___:___:___:___:___:___:___:___:
1 2 3 4 5 6 7 8
Kind: ___:___:___:___:___:___:___:___:
8 7 6 5 4 3 2 1
Unpleasant
Unfriendly
Accepting
Relaxed
Close
Hostile
Warm
Interesting
Harmonious
Cheerful
Guarded
Loyal
Trustworthy
Inconsiderate
Nice
Disagreeable
Sincere
Unkind
Leadership Theories:
Contingency (Situational) Approach
Contingency Model
If situation is:
Very favorable (good leadermember relations, structured task, strong
position power)
Very unfavorable (poor leadermember relations, unstructured task, weak
position power)
Then:
The best leader is task-oriented (low LPC score) with a directive, controlling
style
If situation is:
Moderately favorable (mixed variables)
Then:
The best leader is relationship-oriented (high LPC score) with a participative
approach
Leadership Theories:
Contingency (Situational) Approach
Path-Goal Theory (House) Behavior of leader impacts follower
satisfaction and motivation
Leadership Theories:
Transformational Leadership Theory
Transformational Leadership Theory Leader raises followers
to higher levels of morality, motivation, and performance above
that from simply having power of authority
Transformational Leader:
Transactional Leader:
Leadership Theories:
Transformational Leadership Theory
Transformational Leaders lead through:
- Charisma
- Individualized Consideration
- Intellectual Stimulation
- Inspirational Motivation
Leadership
Developing Leadership Skills
Energy level
Organizing and planning skills
Interpersonal skills
Cognitive skills
Work-related motivation
Personal control of feelings & resistance to
stress
Leadership
Developing Leadership Skills
Behavioral skills that cut across situations
Ability to communicate
2-way
Motivate followers
Positive
Leadership
Developing Leadership Skills
Military Training Programs
Leadership
Developing Leadership Skills
Total Quality Management/Leadership (Deming) Management
through
Empowerment
Info sharing
Participative decision making
Continuous commitment to quality/process improvement
Continuous commitment to customer service
Focus on teamwork/communication