Theories of Leadership and Group Behavior

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Theories of Leadership and Group Behavior

Overview: Theories of Leadership and Group Behavior • Types of Leadership and Leadership Styles o Autocratic/Authoritarian:  Centralized decision-making; minimal input from subordinates. o Democratic/Participative:  Leaders involve team members in decision-making; promote collaboration. o Laissez-Faire:  Leaders provide freedom for subordinates to manage their own tasks. o Transactional:  Based on exchanges (reward for performance, punishment for noncompliance). o Transformational:  Inspires change through vision, charisma, and individualized support. o Servant/Distributed Leadership:  Emphasizes follower growth, shared responsibility, and collective decision-making. • Comparing and Contrasting Leadership Theories o Classical Theories:  Focus on management principles and efficiency (e.g., Weber's bureaucracy). o Behavioral Approaches:  Analyze specific behaviors (e.g., Ohio State's "initiating structure" vs. "consideration"). o Contingency/Situational Theories:  Effectiveness depends on matching leadership style to situational factors (e.g., Fiedler's Contingency Model). o Modern Approaches:  Transformational and servant leadership focus on inspiring and developing followers beyond mere task completion. • Theoretical Frameworks, Major Exponents, and Contributions o Max Weber:  Introduced the idea of formalized authority and bureaucracy. o Frederick Taylor & Henri Fayol:  Laid the groundwork for scientific and administrative management principles. o Kurt Lewin:  Pioneered studies on leadership styles and group dynamics. o Fiedler, Burns, and Bass:  Developed contingency and transformational models emphasizing situational control and inspirational leadership. • Dynamics of Group Behavior o Group Processes:  Formation of norms, roles, cohesion, and communication patterns. o Group Development Theories:  Tuckman's stages (forming, storming, norming, performing) illustrate the evolution of team dynamics. o Impact of Leadership:  Leaders shape group behavior by resolving conflicts, fostering collaboration, and guiding decision-making. • Theoretical Frameworks Supporting Group Behavior o Social and Interaction Theories:  Lewin's work on group dynamics and Bales' Interaction Process Analysis help explain how groups maintain effectiveness. o Leadership in Teams:  Research on leader-member exchange (LMX) shows how quality one-to-one interactions affect overall team performance. • Comparing and Contrasting Types of Teams o Functional Teams:  Comprised of members with similar skills working within one department. o Cross-Functional Teams:  Include members from different functional areas, promoting diverse perspectives. o Self-Managed Teams:  Operate with high autonomy and shared decision-making responsibility. o Virtual Teams:  Rely on digital communication; require strong coordination despite physical dispersion.

Comparing and Contrasting Types of Teams

Virtual Teams

Rely on digital communication

require strong coordination despite physical dispersion

Self-Managed Teams

Operate with high autonomy and shared decision-making responsibility

Cross-Functional Teams

Include members from different functional areas

promoting diverse perspectives

Functional Teams

Comprised of members with similar skills working within one department

Theoretical Frameworks Supporting Group Behavior

Leadership in Teams

Research on leader-member exchange (LMX) shows how quality one-to-one interactions affect overall team performance

Social and Interaction Theories

Lewin's work on group dynamics and Bales' Interaction Process Analysis help explain how groups maintain effectiveness

Main topic

Dynamics of Group Behavior

Impact of Leadership

Leaders shape group behavior by resolving conflicts

and guiding decision-making

fostering collaboration

Group Development Theories

Tuckman's stages (forming

performing) illustrate the evolution of team dynamics

norming

storming

Group Processes

Formation of norms

and communication patterns

cohesion

roles

Theoretical Frameworks, Major Exponents, and Contributions

Fiedler, Burns, and Bass

Developed contingency and transformational models emphasizing situational control and inspirational leadership

Kurt Lewin

Pioneered studies on leadership styles and group dynamics

Frederick Taylor & Henri Fayol

Laid the groundwork for scientific and administrative management principles

Max Weber

Introduced the idea of formalized authority and bureaucracy

Comparing and Contrasting Leadership Theories

Modern Approaches

Transformational and servant leadership focus on inspiring and developing followers beyond mere task completion

Contingency/Situational Theories

Effectiveness depends on matching leadership style to situational factors (e.g

Fiedler's Contingency Model)

Behavioral Approaches

Analyze specific behaviors (e.g

'consideration')

Ohio State's 'initiating structure' vs

Classical Theories

Focus on management principles and efficiency (e.g

Weber's bureaucracy)

Types of Leadership and Leadership Styles

Servant/Distributed Leadership

Emphasizes follower growth

and collective decision-making

shared responsibility

Transformational

Inspires change through vision

and individualized support

charisma

Transactional

Based on exchanges (reward for performance

punishment for noncompliance)

Laissez-Faire

Leaders provide freedom for subordinates to manage their own tasks

Democratic/Participative

Leaders involve team members in decision-making

promote collaboration

Autocratic/Authoritarian

Centralized decision-making

minimal input from subordinates