Chapter 14 Leadership: Trait, Behavioral, and Contingency Approaches – Flashcards

-Trait -Behavioral -Contingency -Full-Range -Four Additional

-attempt to identify distinctive characteristics that account for the effectiveness of leaders

-studies show women executives score higher than males on a variety of measures-- from producing high quality work to goal- setting to mentoring employees

-approaches attempt to determine the distinctive styles used by effective leaders

-determines if a leader's style is task oriented or relationship-oriented and if that style is effective for the situation at hand

-Fielder's Contingency Leadership -Path-Goal Leadership Model (House) -The Situational Leadership Theory (Hersey & Blanchard)

-Two Leadership Orientations: - Task-Oriented - Relationship-Oriented - Three Dimensions of Situational Control - Leader-Member Relations - Task Structure - Position Power - Determined with the Least-Preferred Co-Worker (LPC) Scale

Three Dimensions of Situational Control -Leader-Member Relations: Do my subordinates accept me as a leader? (Good Relations to Poor Relations) -Tast Structure: Do my subordinates perform unambiguous, easily understood tasks? (High Structure to Low Structure) -Position Power: Do I have power to reward and punish? (Strong Power to Weak Power)

-The situational leadership theory argues that the optimal combination depends upon employees' readiness (the degree to which employees have the ability and willingness to accomplish their specific tasks)

This approach has been incorporated into leadership programs in about 400 out of the 500 fortune 500 firms