ORLD Culture
Terms
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- Service to others rather than ohers serving the leader.
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Servant Leadership
Greenleaf, 1997 - Leadership if a function of the style of behavior a person brings to a situation.
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The Style Approach
Blake & Mouton, 1978 - Shows how the success of certain leadership styles are contigent on the circumstances in which they are used.
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Contigency Theory
Fiedler, 1967 - Individuals have diffrent sets of goals and can be motivaed if they have certain expectations.
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Expectancy Theory
Vroom, 1964 - Leadership is the relationship between leaders and followers. Leaders ability to lead is a function of the support he or she has from the members.
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Leader Member Exchange Theory
Dansereau, Green, & Haga, 1975 - People with certain physical, mental, personality, and emotional traits are more likely if not destined to be leaders
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Trait Theory
Stodgill, 1974
Kirkpatrick & Locke, 1991 - People with certain physical, mental, personality and emotional traits are more likely if not destined to be leaders
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The Trait Theory
Stodgill, 1974
Kirkpatrick & Locke, 1991 - Major goal of leadership is to stimulate performance & satifaction amoung those being led 1). secure buy-in 2). identify obstacle 3). training 4). organize & direct actions of subordinates 5). Monitor subordinates activity 6). achieve goals 7). a
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Path-Goal Theory
House & Mitchell, 1974 - Leader must read situation and determine what combination for supporting and directive behavior is appropriate. Leader must be adaptative.
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Situational Leadership Approach
Hersey & Blanchard, 1977 - 1). help group determine goals 2). create enabling processes 3). keep group supplied with the right resources 4). set standard 5). forcast env. changes 6). help maintain and depend the group by organizing and insuring its propoer internal function.
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Team Leadership
Yukl, 1989 - Leadership is a process that changes and transforms individuals and groups. The goal of the leader is to promote change and improvement for the betterment of the whole.
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Transformational Leadership
Tichy & DeVanna, 1990
Burns, 1978 - Leader understands their own psychological make up and is able to incorparate these dimensions into their own leadership style
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Psychodynamic Approach
Freud, 1909
Zeleznick, 1977 - 1). Be proactive 2). Begin with the end in mind 3). Put 1st things first 4). Think win-win 5). seek 1st to understand then to be understood 6). synergize 7). sharpen the saw 8). Find your voice and inspire others to find theirs
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Habits of Highly Effective People
Covey, 1989 - 1). coercive power- force someone to do soemthing against their will. 2). Reward Power- the ability to give others what they want. 3). legitimate power-kings, policemen, managers 4). Referent Power-another person liking you or want to be like you. 5). Ex
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Bases of Social Power
French and Raven 1960 - 1) Humans dislike work they try to aviod it average employees want to be directed 2) People view work as natural as play. People are self directed when motivated.
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Theory X and Theory Y
McGregor, 1960 - 1). System Thinking 2). Personal Mastery 3). Mental Models 4). Build Shared Vision 5). Team Learning
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Learning Organization Five Disciplines
Senge, 1990 - Concern for workers, working situations can have an impact on productivity.
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Hawthorne Effect
Mayo, 1932 - 1). Education & Communication 2). Participation & Involvement 3). Facilitation& Support 4). Negotiation & Aggreement 5). Manipulation 6). Explict & Implicit Coercion
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Approaches to Dealing with Change
(Kottler & Schlesinger, 1979) - motivation is needed to ensure that employees do not become dissastisfied with their jobs they include: salary, status, safety, company polcies, adminstation, & Interpersonal realtions. Other factors that are needed inorder to motivate an employee in
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Hygiene Factors
Hertzberg (1968)