Summary RUTGERS Leadership in Organizations (Chapters 1-5) BECKER MIDTERM In-class activity

RUTGERS Leadership in Organizations (Chapters 1-5) BECKER MIDTERM In-class activity Behavioral Leadership Theories - attempt to explain distinctive styles used by effective leaders, or to define the nature of their work Contingency Leadership Theories - Used to determine if a person's leadership style is task - or relationship-oriented and if the situation matches the leader's style. Descriptive Leadership Models - They identify contingency variables and leadership styles without specifying which style to use in a given situation. Path-Goal Leadership Model - Is used to select the leadership style (directive, supportive, participative, or achievement-oriented) appropriate to the situation (subordinate and environment) to maximize both performance and job satisfaction Prescriptive Leadership Models - Tell users exactly which style to use in a given situation Substitutes For Leadership - Factors in the workplace that can exert the same influence on employees as leaders would provide; Factors outside the leader's control have a larger impact on outcomes than do leadership actions; Include characteristics of the subordinate, task, and organization that replace the need for a leader; Can neutralize the leader's behavior Substitutes and Neutralizers - Characteristics of Followers: Ability, Knowledge, Experience, Training,Need for independence, Professional orientation, Indifference toward organizational rewards Characteristics of the Task: Clarity, Routine, Invariant, methodology, Provision of own feedback concerning accomplishment, Intrinsic satisfaction Characteristics of the Organization: Formalization, Inflexibility, Highly specified and active advisory and staff functions, Closely knit, cohesive work groups, Organizational rewards not within the leader's control, Spatial distance between leader and followers Normative Leadership Model - Has a time-driven and development-driven decision tree that enables the user to select one of five leadership styles (decide, consult, group, facilitate, and delegate) appropriate for the situation (seven questions/variables) to maximize decisions. Leadership Model - Is an example for emulation or use in a given situation Leadership Continuum Model - Is used to determine which one of seven styles to select, based on one's use of boss-centered versus subordinate-centered leadership, to meet the situation (boss, subordinates, situation/time) in order to maximize performance. The leader's personality and behavioral preferred style is considered in selecting a leadership style based on: Experience, Expectation, Values, Background, Knowledge, Feeling of security, Confidence in the subordinates Contingency Leadership Model - determines if a person's leadership style is task- or relationship-oriented, and if the situation (leader-member relationship, task structure, and position power) matches the leader's style to maximize performance Decision-Making Skills - Are based on the ability to conceptualize situations and select alternatives to solve problems and take advantage of opportunities. Influencing - The process of a leader communicating ideas, gaining acceptance of them, and motivating followers to support and implement the ideas through change. Integrative Leadership Theories - Attempt to combine the trait, behavioral, and contingency theories to explain successful, influencing leader-follower relationships. Interpersonal Skills - Involve the ability to understand, communicate, and work well with individuals and groups through developing effective relationships.