LEADERSHIP

CHAPTER 13 INDUSTRIAL PSYCHOLOGY

MAJOR RESEARCH AREAS

Positional Power higher position in org more power The Leader traits/behaviors The Led followership Influence Process how and what leaders do to influence others The Situation context influences the behavior of leader Emergence/Effective why one is the leader/ performance of leader

LEADERSHIP
TRAIT APPROACH EMPHASIZES PERSONAL ATTRIBUTES OF LEADERS RESEARCH DOES NOT SHOW A UNIVERSAL SET OF TRAITS FOR LEADERS

LEADERSHIP
DEPENDS MORE ON THE SITUATION SOME TRAITS INCREASE PROBABILITY OF SUCCESS, BUT DO NOT ENSURE SUCCESS POTENTIALLY EXPLAIN WHY SOME SEEK LEADERSHIP POSITIONS

BEHAVIORALAPPROACH
11 LEADERSHIP BEHAVIORS NETWORKING SUPPORTING CONFLICT MGT. MOTIVATING REWARDING PLANNING RESOLVING MONITORING INFORMING CLARIFYING

POWER AND INFLUENCE

Table 13-4, page 424 REFERENT POWER EXPERT POWER LEGITIMATE POWER REWARD POWER COERCIVE POWER

INFLUENCE OUTCOMES
Commitment Compliance Resistance Gender differences

LEADER-MEMBER EXCHANGE
In-group vs. out-group Psychological bases: Personal contribution Loyalty Affect Professional respect

INFLUENCE TACTICS (p.426)

Rational persuasion Inspirational appeals Consultation Ingratiation Personal appeals Exchange Coalition tactics Legitimating tactics Pressure

SITUATIONAL APPROACH
LEADERS AUTHORITY NATURE OF WORK ATTITUDE OF SUBORDINATES EXTERNAL ENVIRONMENT LEADER EFFECT SITUATION OR SITUATION EFFECT LEADER

PATH-GOAL THEORY
LEADERS MOTIVATE BY INFLUENCING OTHERS TO BELIEVE THAT VALUED OUTCOMES CAN BE ATTAINED BY SERIOUS EFFORT

4 STYLES OF LEADER BEHAVIOR

DIRECTIVE-SET STANDARDS AND EXPECTATIONS SUPPORTIVE- DEMONSTRATE CONCERN FOR INDIVIDUALS PARTICIPATIVE- SOLICIT IDEAS AND INVOLVE IN DECISION MAKING PROCESS ACHIEVEMENT ORIENTED- SET CHALLENGING GOALS, EMPHASIZE STRETCHING TO ATTAIN GOALS

COGNITIVE RESOURCES
INTELLIGENCE TECHNICAL COMPETENCE JOB-RELEVANT KNOWLEDGE 2 RESOURCES PROBLEMSOLVING -Prior experience (best under stress) -Intelligence

TRANSFORMATIONAL LEADERSHIP
EMPOWERS WORKERS INCREASES COMMITMENT TO ORGANIZATIONAL CHANGE IDEALIZED INFLUENCE ACT AS ROLE MODELS INSPIRATIONAL MOTIVATION

TRANSFORMATIONAL
INTELLECTUAL STIMULATION ENCOURAGE CREATIVITY COACH AND MENTOR FOLLOWERS

CHARISMATIC LEADER
REFERS TO FOLLOWERS PERCEPTION OF LEADER; SEE LEADER AS DIVINELY INSPIRED AND UNIQUE TRUST AND RESPECT TO POINT OF IDOLIZING LEADER

CHARISMATIC.
FOCUS ON INDIVIDUAL LEADER RATHER THAN PROCESS CAN BE GRANDIOSE, FAIL TO DEVELOP SUCCESSORS, LACK OF GUIDANCE

POINTS OF CONVERGENCE
INFLUENCING EFFECTIVE RELATIONS DECISION MAKING

CROSS-CULTURAL ISSUES
LANGUAGE DIFFERENCES DIFFERENCES IN SENSE OF OBLIGATION TO COMPANY

AMERICAN MANAGERS
DO NOT UNDERSTAND ABSENCE OF PUNISHMENT LACK OF PERKS AS LOSS OF STATUS DO NOT COMMIT CAREER TO A SINGLE COMPANY