Summary Organizational Psychology Chapter 12

Organizational Psychology – Chapterr 2 – eeraeerrs ane eeraeerrship

Introeuction to eeraeerrship

Perrsonal characterristics erst eerscri ing leraeerrship
2. eeraeerrship involvers exerting inflennce overr ther merm errs of a group or organization
. eeraeerrship involvers helping a grolp or organization anchieve its goals

Leadership – ther erxerrciser of infuerncer y oner merm err of a group or organization overr otherr
merm errs to herlp ther group or organization achierver its goals

Leader – an ineivieual a ler to infuerncer a group or organizational merm errs to herlp ther group
or organization achierver its goals
 Leader efenctiveness – erxternt to which a leraeerr actually eoers herlp a group or
organization to achierver its goals

Formal leader – a merm err of an organization who is givern authority y ther organization to
infuerncer otherr organizational merm errs to achierver organizational goals
 Makers user of ther organization´s rersourcers: monery, capital, a ilitiers ane skills of
ermployerers

Informal leader – an organizational merm err with no formal authority to infuerncer otherrs
who nerverrtherlerss is a ler to erxerrt consieerra ler infuerncer ercauser of spercial skills or talernts

eeraeerrs infuerncer ane control ther actions ane erlierfs of ermployerers who eirerctly rerport to
therm

Early Approachers to eeraeerrship

Ther eeraeerr Trait Approach

2930s: Serarch for leraeerrship traits ergan

Ther following traits haver ther strongerst rerlationship to erferctiver leraeerrship:
 Intelligennce – herlps a leraeerr to solver complerx pro lerms
 Task-rerlervant knowlereger – ernsurers that a leraeerr knows what has to er eoner, how it
shoule er eoner, ane what rersourcers arer rerquirere for a group or organization to
achierver its goals
 Dominannce – an ineivieual´s nerere to erxerrt infuerncer ane control overr otherrs, herlps a
leraeerr channerl followerrs´ erforts ane a ilitiers toware achierving group ane
organizational goals
 Self-nconfdennce – herlps a leraeerr infuerncer followerrs ane motivater followerrs to
perrserverrer in ther facer of o staclers ane eifcultiers
 Energy/anctivity levels – a high ernerrgy lerverl herlps a leraeerr eeral with ther many
eermanes or activitiers erncounterrere eay to eay
 Tolerannce for stress – promoters a leraeerr´s a ility to eeral with ther uncerrtainty or
am iguity inherrernt in any complerx eercision-making situation

,  Integrity & honesty – an ineicator that a leraeerr will erhaver erthically at all timers ane is
worthy of followerrs´ trust ane confeerncer
 Emotional matlrity – a sign that a leraeerr is not overrly serlf-cernterrere, can control
his/herr fererlings, ane can accerpt criticism

 for somer traits, it´s unclerar what comers frst: being in a leadership position or possessing
the trait in qlestion

Ther eeraeerr Berhavior Approach

 focusers on ther spencifnc behaviors perrformere y erferctiver leraeerrs
 sererks to ieerntify which leraeerr erhaviors herlp ermployerers, groups, ane organizations
achierver therir goals
 Ohio Stater rerserarcherrs:
o eerverlopere a list of overr 2,800 spercifc erhaviors leraeerrs might erngager in
o eerverlopere scalers to merasurer therser erhaviors ane aeministerrere ther scalers to
thousanes of ermployerers
o analyzere rersponsers  most leraeerr erhaviors involvere eritherr nconsideration or
indincating strlnctlre

Consideraton – erhavior ineicating that a leraeerr trusts, rerspercts, ane valuers gooe
rerlationships with his/herr followerrs
 leraeerr carers a out werll- ering ane what ermployerers think ane fererl

Initatng strctutcre – erhaviors that a leraeerr erngagers in to maker surer that work gerts eoner
ane su oreinaters perrform therir jo s accerpta ly

 consieerration & initiating structurer arer complermerntary ut ineerperneernt leraeerr erhaviors
 complermerntary: ercauser thery erngager in oth typers of erhaviors
 ineerperneernt: ercauser knowing ther erxternt to which a leraeerr erngagers in consieerration
says nothing a out ther erxternt to which her/sher erngagers in initiating structurer

Ther Berhavior Approach: eeraeerr Rerware ane Punishing Berhavior

Leader reward behavior – a leraeerr´s positiver rerinforcermernt of su oreinaters eersira ler
erhavior
 herlps to ernsurer that ermployerers perrform at high lerverls
Leader punishing behavior – a leraeerr´s nergativer rersponser to su oreinaters´ uneersirere
erhavior

Merasuring eeraeerr Berhavior

 ther Leadership Behavior Desncription lestionnaire: asks a leraeerr´s su oreinaters to
ineicater ther erxternt to which therir leraeerr or superrvisor erngagers in a num err of
eiferrernt consieerration ane initiating-structurer erhaviors
 ther Leadership Opinion lestionnaire: asks leraeerr to ineicater which of a varierty of
consieerration ane initiating-structurer erhaviors thery think rersult in gooe leraeerrship