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44 Cards in this Set

  • Front
  • Back

The trait approach is

One of the first systematic attempts to study leadership


"Great Man" Theories early 1900s

Trait Approach fouses on

Identifying innate qualities and characteristics possessed by great social, political, and military

Major Leadership Traits

Traits that possess or cultivate if one seeks to be perceived by others as a leader

The Five Major Leadership Traits

Intelligence, self confidence, determination, integrity, sociability

The Big Five

Open this, conscientiousness, agreeableness, extroversion, and neuroticism

Extroversion is

Strongest related to leadership second is conscientiousness

How does the trait theory work?

It focuses exclusively on the leader, what treats the leader has and who has these traits

Personality assessments

Organizations uses to find the right people

Strengths of the trait approach

Intuitively appealing, credibility do to set a century of research, highlights leadership component in the leadership process and provides benchmarks for what to look for

Criticisms of the trait approach

Fails to provide any definite of list of leadership traits, doesn't take into account situational effects, list of most important leadership traits in highly subjective, research feels to look at traits in relationship to leadership outcomes, not useful for training and development

Perspectives of the skills approach

Katz three skill approach


Mumford skills-based model

The skills approach

Leader center perspective and emphasis on skills that can be learned and developed

Leadership skills

The ability to use ones knowledge and competencies (cluster of skills) to accomplish a set of goals and objectives

Katz Three Skills Approach

Technical skill human skill and conceptual skill

Basic administrative skills – 1955

Leaders need all three skills – but relative importance changes based on level of management

Technical skill

Having knowledge about and being proficient in a specific type of work or activity

The technical skills...

Specialize captaincies, analytical ability and the use of appropriate tools and techniques

Technical skills involve

Hands-on ability with a product or process and it is most important at lower levels of management

Human Skill

Having knowledge about and being able to work with people

Human skills show

Being aware of one's own perspective and others perspectives at the same time, assisting group members and working cooperatively to achieve common goals, creating an atmosphere of that trust and empowerment of members and important at all levels of the organization

Conceptual skills

The ability to do the mental work of shaping meaning of organizational policies or issues(what company stands for and where it is going)

Conceptual skills entail

Work easily with abstraction and hypothetical notions, central to creating an articulating a vision and strategic plan for an organization and most important at top management levels

Mumford Skills Model (2000)

Perspective - research studies goal: to identify the leadership factors that create an exemplary job performance in a organization and emphasizes the capabilities that make affective leadership possible rather than what leaders do

Skills-Based Model of Leadership

Capability model – examines relationship between in liters of knowledge and skill in the leaders performance (suggest many people have the potential for leadership)

Skills Approach focus-

Primarily descriptive it describes leadership from skills perspective and provide structure for understanding the nature of the effective leadership

Strengths of Mumford skills model

First approach to conceptualize and create a structure of the process of leadership around skills, describing leadership in terms of skills makes leadership available to everyone, provides an expansive view of leadership that incorporates wide variety of components and provides a structure consistent with leadership education programs

Criticism of Mumford skills Approach

Extends beyond the realm of leadership, weak in predictive value and involves trait like comparisons

LMX Theory Description Development

first described by Dansereau, Graen, and Haga (1975); Graen & Cashman (1975); and Graen (1976)

Leader-member exchange (LMX) theory

conceptualizes leadership as a process that is centered on the interactions between a leader and followers

LMX theory makes the

dyadic relationship between leaders and followers the focal point of the leadership process

First Studies were called (LMX)

vertical dyad linkage

Early studies (two relationships)

expanded/negotiated (extra roles) (ingroup)

Formal employment contact

=outgroup relationships marked by formal communication based on job descriptions

In group

more info, influence, confidence, concern from leader

out group

less compatible with leader, usually just come to work, do the job, and go home

In group/out group status

based on how well followers work with the leader and vise versa, how followers involve themselves, & becoming part of the in group



Leadership Making (Graen & Uhl Bien 1995)


a prescriptive approach leadership that emphasizes that a leader should develop high-quality exchanges with all of her or his followers, rather than just a few

Three phases of leadership

Stranger, Acquaintance, and Mature

Stranger

scripted, one way, low quality, and interest in self

Acquaintance

tested, mixed, medium quality, and interest in self and other

Mature

negotiated, reciprocal, high quality, and group interest

LMX theory works in two ways

it describes leadership & it prescribes leadership - in both: the central concept is the dyadic relationship


Strengths

LMX

validates our experience, only leadership approach that makes the relationship the centerpiece, directs to the importance of communication, and solid research to back it up

Criticisms LMX

supports the development of privileged groups in workplace, not fully developed, and measurements are questioned