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Leadership that gets results

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C) Contingency Approaches

2. Behavioral Approaches

1. Traits

chapter 7 motivation

BEHAVIORAL APPROACHES

The Ohio State University studies Consideration – describe the extent to which a leader is sensitive to subordinates, respect ideas and feelings, and establish mutual trust Initiating structure – describe the extent to which a leader is task oriented and direct subordinate’s work activities to achieve goals University of Michigan studies Employee-centered leaders – Established high performance goals and displayed supportive behaviour toward subordinates Job-centered leaders – less concerned with goal achievement and human needs. Focus on meeting schedules, keeping costs low and achieving production efficiency.

Leadership traits

1. Physical Characteristics 2. Personality 3. Work-related Characteristics 4. Intelligence and Ability 5. Social Characteristics 6. Social Background

Traits are the distinguishing personal characteristics of a leader. Personal characteristics – physical, personality, intelligence and ability, social and work related.

LEADERSHIP

LEADERSHIP THEORIES

The ability to influence people toward the attainment of goals (Daft & Marcic, 2013).

CONTINGENCY APPROACHES

-Focuses on the characteristics of followers in determining appropriate leadership behaviour. -Followers vary in readiness level, which is determined by the degree of willingness and ability to perform specific task. -Effective leaders adapt their style according to the readiness level of the people they are managing.

Maslow’s Hierarchy of Needs

Self-Actualization Needs

Self-fulfillment and achievement.

Esteem Needs

Feelings of achievement and self worth through recognition, respect and prestige from others.

Affiliation Needs

Friendship, love and a feeling of belonging.

Security Needs

Safe physical and emotional environment.

Physiological Needs

Food, water, air and shelter.

SOURCES OF POWER

Other sources

1. Personal effort 2. Network of relationship 3. Information

Personal

1. Expert 2. Referent

Position

1. Legitimate 2. Reward 3. Coercive

DEFINITION

Resulted from an interaction of leader and followers

The capacity to cause a change in a person

The ability to influence the behaviour of others (Daft & Marcic, 2013).