Leadership In I/o Psychology

Front 1

Leadership

Back 1

Ability of an individual to influence, motivate, & enable others to contribute toward the effectiveness & success of the organizations of which they are members

Front 2

Emergence

Back 2

focus on how leaders are accepted/emerge

Front 3

Effectiveness

Back 3

focus on how individuals become successful leaders

Front 4

Positional Power

Back 4

legitimate power afforded to job

Front 5

Leadership Traits

Back 5

(1) Physical
(2) Social Background
(3) Intelligence
(4) Personality
(5) Task-related
(6) Social character

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Behavioral Approach

Back 6

a conception that leadership is best understood in terms of the actions taken by an individual in the conduct of leading a group

(Ohio State University)

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Two Categories of Leader Behavior (Behavioral Approach)

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(1) Task-oriented Behavior
> initiating structure
> organizing & defining tasks
(2) People-oriented Behavior
> consideration
> behaviors related to trust and respect

Front 8

M-LBDQ

Back 8

Michigan - Leader Behavior Description Questionnaire

Front 9

Influence Tactics

Back 9

attempts to influence others

> soft & hard

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Soft Influence Tactics

Back 10

Less pressure on follower
** more effective

> Consultation
> Rational persuasion
> Legitimating
> Inspirational appeal
> Ingratiation

Front 11

Hard Influence Tactics

Back 11

More pressure on follower
>>> less effective

> Coalitions
> Upward appeal
> Exchange
> Personal appeals

Front 12

Leader-Member-Exchange Theory

Back 12

LMX Theory

> different relationship with each follower based on
(1) competence
(2) extent can be trusted
(3) motivation to assume greater responsibility

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Quality of Relationship in LMX Theory is defined by Four (4) Dimensions

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(1) personal contribution: the amount and quality of work each member contributes to goals
(2) loyalty: public support for other member
(3) affect: mutual interpersonal affection
(4) professional respect: acknowledging a reputation of excellence in work

HIGH LMXs = in-group (beyond formal)
LOW LMXs = out-group (formal)

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Attribution Theory + LMX

Tactics

Back 14

Tactics view differenctly depending on LMX quality level

(1) Legitimization
(2) Sanctions
(3) Ingratiation

Front 15

Situational Approach

Back 15

leadership is most effective when adjusted for situation & followers

Front 16

Fiedler’s Contingency Model

Back 16

The leader's ability to lead is contingent upon various situational factors, including the leader's preferred style, the capabilities and behaviors of followers and situational factors

LPC (Least Preferred Coworker) Scale
HIGH = people-oriented (Moderately)
LOW = task-oriented (Un/Favorable)

Contingencies > Leader's Behavior > Employee's Behavior

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Path-Goal Theory

Back 17

> leader behavior supplemental
> leader behavior hinders or facilitates the employee striving for a goal

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Leader Behaviors (Path-Goal Theory)

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(1) supportive: expresses concern for subordinates well-being
(2) directive: leader provides standards for performance
(3) participative: involve employees in decision-making
(4) achievement: challenging followers, emphasizing improvements

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Characteristics for Leaders (Path-Goal Theory)

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Task Behavior: degree of engagement in defining roles- e.g., directing, organizing, etc.

Relationship Behavior: degree of engagement with followers- e.g., communication, support, etc.

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Characteristics of Followers (Path-Goal Theory)

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Ability: necessary KSAOs to complete task

Willingness: necessary confidence, commitment, motivation

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Leadership Styles (Path-Goal Theory)

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(1) Delegating: followers receive responsibility for decision-making
(2) Participating: leaders share ideas & facilitate in decision-making
(3) Selling: explain decisions & provide opportunity for clarification
(4) Telling: specific instructions & close supervision

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Implicit Leadership Theory

Back 22

ILT

The process…
> Followers evaluate individuals
> Recognize attributes in these people
> Evaluate leadership on this basis

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ILT Dimensions

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Prototypical: characteristics that fit prototype
> Sensitivity-understanding, sincere, helpful
> Intelligence-educated, knowledgeable
> Dedication-motivated, hard-working
> Dynamism-energetic, dynamic, strong

Antitypical: characteristics that go against prototype
> Tyranny-pushy, manipulative
> Masculinity-masculine, male

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Substitutes for Leadership

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> job
> technology
> work unity
> leader

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Transactional Leadership

Back 25

style in which leaders and followers engage in transactions

> use of promises & contingent rewards

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Transformational Leadership

Back 26

leader tries to alter the follower's self-interest

Front 27

GLOBE Studies

Back 27

Global Leadership & Organizational Effectiveness

Universally ACCEPTED aspects of leaders:
Integrity
Charisma
Team-oriented
Excellence-oriented

Universally REJECTED aspects of leaders:
Loner, noncooperative
Ruthless, nonexplicit, irritable, dictatorial

Culture-SPECIFIC:
Cunning, sensitivity
Ambitious, status conscious