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31 Cards in this Set
- Front
- Back
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TRAIT THEORY |
1900-1910s |
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SCIENTIFIC MANAGEMENT THEORY |
1920s-1930s leaders included: Ford, FDR, Carnegieleaders understand how to integrate man and machineunderstood nature of the job |
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Thomas Carlisle |
TRAIT THEORY leaders are born not made |
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Frederick Winslow Taylor |
SCIENTIFIC MANAGEMENT THEORY father of scientific management specialty: integrating mass production scientific management theory |
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Luther Gulick |
SCIENTIFIC MANAGEMENT THEORY looked at function of management POSDCBR: specific aspects of management leadership |
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BEHAVIORAL THEORY |
1940s/50s psychological aspects/human characteristics advocated increasing scope of job human beings not a machine PSYCHOLOGY OF LEADERSHIP good leader understands people |
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Mary Parker Follet |
BEHAVIORAL THEORY first to examine psychology of leadership looked at organizations and how they got people to do what they wanted them to (psycho pressures) challenged scientific theory challenged b/c woman "stop homogenizing, start to integrate diversity in people." |
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Elton Mayo |
BEHAVIORAL THEORY conducted hawthorn plant studies (1927-1932) Hawthorn effect--people change behavior when observed observed how lighting effected productivity diff btwn informal and formal organization of a work group understanding group dynamics important |
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chester Barnard |
BEHAVIORAL THEORY "formal vs. informal" systems in organization people have 2 personas |
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Kurt Lewin |
BEHAVIORAL THEORY 2 basic leadership styles: autocratic (make all decisions) democratic (considers people, encourages participation) |
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Douglas McGregor |
BEHAVIORAL THORY theory x, y leadership styles x= work as little as possible, lazy, resistant to change, self-centered, not bright y= assumes people want to work, will work best in a respectful environment |
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Abraham Maslow |
BEHAVIORAL THEORY Hierarchy of needs 1. safety/security 2. belonging/connection 3. recognition 4. self-actualizatioN |
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Frederick Hertzberg |
BEHAVIORAL THEORY two factor theory (maintenance vs. motivators) stole maslow's hierarchy |
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David McLelland |
BEHAVIORAL THEORY needs of individuals (3)--power, achievement, affiliation |
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Renis Likert |
BEHAVIORAL THEORY identified 4 organization styles: 1. Punitive authoritarianism 2. Benevolent authoritarianism (condescending) 3. Consultative management 4. PARTICIPANT MANAGEMENT (confidence and trust in employers) (10-40% greater productivity, better health, less turn over, better customer service) |
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CONTINGENCY THEORY |
60s/70s
what do leaders do? researchers shadowed leaders--took notes leaders spend 80% of time focusing on task performance behaviors and taking care of their people |
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Blake and Mouton |
CONTINGENCY THEORY Managerial grid |
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Hersey and Blanchard |
CONTINGENCY THEORY Situational leadership model 4 basic styles: directing, coaching, supporting, delegating 94% will be supporting/coaching leaders competence and commitment of employee are key |
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INTEGRATIVE THEORY |
1980s-2000s leader could integrate into different leadership styles |
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Daniel Goleman |
INTEGRATIVE THEORY emotional intelligence |
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Warren Bennis |
INTEGRATIVE THEORY leaders manage: attention, meaning trust, and self |
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Robert Greenleaf |
INTEGRATIVE THEORY Servant leadership |
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Jack Hawley |
INTEGRATIVE THEORY Dharmic leadership |
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Keshavan Nair |
INTEGRATIVE THEORY Heroic leadership |
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James MacGregor Burns |
INTEGRATIVE THEORY macro analysis of historical leaders transactional: broker one thing for another; corporate, political leaders transformational: Change values, aspirational leaders of their followers (Ghandi, Mandella, MLK) |
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Satyagraha |
Truth force non-violence, non-cooperation, embarrassing oppressors into morality moral, spiritual aspect |
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why leaders fail |
poor people skills failure to adapt "me only" syndrome" fear of action unable to rebound |
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most effective leadership traits |
honesty |
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Ghandi's first action |
burning id cards |
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Ghandi born in |
porbandar |
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Indian Massacre by the British |
Amritsar |
