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Trait Theory
a leadership theory that holds that effective leaders possess a similar set of traits or characteristics;
Self confidence, acceptance of the consequences of one's actions, persistence, creative problem-
solving, initiative, reilience, tolerance, ability to influence others, ability to structure social
interactions, intelligence, integrity, nonconformity, cooperativeness, tact.
Behavioral Theory
Focuses on what leaders do or how they behave; categorizes leaders into their style of practice.
Autocratic
Democratic
Permissive or laissez-faire
Beaurocratic
Autocratic Leaders
Leaders who purport to change the behavior of subordinates through external control with the use of
coercion, authority, punishment, and power.
Democratic Leadedrs
Leaders who appeal to the drive of their subordinates and influence change through participation,
involvement of subordinates in goal setting, and collaboration.
Permissive or Laissez-faire Leaders
Leaders who use a "hands-off" approach and assume that people are able to make their own
decisions and complete their work unaided by direction or facilitation.
Bureaucratic Leaders
Leaders who rely on organizational policies and rules to influence the behavior of their subordinates.
Autocratic and Bureaucratic leaders.....
Assume that external motivators cause subordinates to change their behavior.
Democratic and Laissez-faire leaders......
Believe that behavior change is internally inspired or has an internal locus of control.
Likert
Developed the four quadrant model known as "System 4 Management" to illustrate the relationship
between management style and outcomes; greater employee involvement yields greater
committment to the organization and it's outcomes.
Impoverished Leaders
show low concern for both production and people; do the minimum required to remain employed
Contingency Theory
,Also known as situational leadership; Refers to the ability to adapt one's leadership style to the
situation at hand.
Manager Follower Relationships
To what degree the manager enjoys the loyalty and support of her followers.
Task Structure
The degree to which the task is clearly described or are there operating procedures in place to
guarantee a successful outcome.
Position Power
To what degree is the manager able to administer rewards and punishment.
Job Maturity
The level of the employee's skills and technical knowledge relative to the task being performed.
Psychological Maturity
An employee's self-confidence and self-respect.
Hersey and Blanchard Leadership Style S1-High Task/Low Relationship
Telling; The leader tells the worker what to do and provides close supervision.
Hersey and Blanchard Leadership Style S2-High Task/High Relationship
Selling; The leaders makes decisions and coaches followers; the leader provides opporutnity for
clarification
Hersey and Blanchard Leadership Style S3- Low Task/High Relationship
Participating; Both leader and follower participate in projects and decisions.
Hersey and Blanchard Leadership Style S4- Low Task/Low Relationship
Delegating; The leaders gives subordinates the freedom to mae decisions and carry out plans.
Hersey and Blanchard Subordinate Readiness
R1: unable and unwilling; insecure
R2: unable but willing; confident
R3: Able but unwilling; insecure
R4: Able and willing; confident
Vroom-Yetton's Expectancy Theory
Gives a prescriptive approach for managers to decide how much participation they should solicit from
their employees. They then use one of the five decision making approaches- telling, selling, consult,
join, or delegate.
Charismatic Leaders
,Leaders who have the ability to engage others becuase of the power of their personalities; inspire
affection and emotional connection and may use the power of their personalities ot advance
revolutionary ideas.
Transactional Leaders
Derived from social-exchange theory; Both manager and employee derive equal benefit form their
relationship and the interactions between them are meant to achieve and maintain balance and
status quo.
Transformational Leaders
Transforms the organization through contextual and cultural changes; aware of all that is going on in
the organization; encourages risk-taking by subordinates and encourages and atmosphere of
supportive trust and self-actualization of employees; moves the organization well beyond the current
reality.
Connective Leaders
Draws on the leaders ability to bring others together as a means of effecting a change. Realize the
whole is greater than the sum of it's parts and achieve results through collaboration, cooperations,
coordination, and collegiality. Foster interconnectedness between disparate groups; known as bridge
builders and able to overcome obstacles from hierarchical structures.
Shared Leadership
Based on the concept of empowerment; recognizes the significance of informal as well as formal
leadership to the success of the organization. Acknowledges that no one power can have all the
knowledge and influence needed to accomplish intended goals; epitomized by self-directed work and
shared governance.
Servant Leadership
Puts other people and their needs above the leader's self-interest; success lies in stewardship.
Transparency
The opposite of secrecy; deliberate organizational move away from secrecy and opaqueness;
encourage saccess to information, participation, and decision-making; creates a high level of trust
among stakeholders; open acess to information and confidence in the competence of all involved.
Matrix Structure
Each department listed on an equal basis.
Horizontal Structure
CHain of command limited and managers fairly autonomous.
Committee Structure
an organizational structure in which authority and responsibility are held by a group rather than an
individual
Ad Hoc Committees
, Temporary committees formed to carry out a specific project or task as opposed to a standing
committee which is permanent.
Types of businesses
sole proprietorship, partnership, corporation
Sole proprietorship
A business owned by one person
Partnership
Corporation
A business owned by stockholders who share in its profits but are not personally responsible for its
debts
Organizational Theory
Classical principles include:
chain of command-line of command exists unbroken form top to bottom.
unity of command- Each subordinate is acountable to only one superior.
span of control- Defines the scope of responsibility of a given supervisor.
Management Theory
A means to accomplish an intended outcome through the work of others. Traditional management
functions:
Plan
Organize
Staff
Lead
Control
Coordinate
Frederick Taylor
Father of scientific management; Focused on the concept of efficiency created through:
Establishment of standards
Time-motion studies
Task analysis
Job simplification
Productivity incentives
Henri Fayol
French mining engineer and industrialist and champion of the management process school.
Management Process School
Examined the entire organization as a whole; emphasized competency rather than favor
COMPLETE SOLUTIONS 100%
Trait Theory
a leadership theory that holds that effective leaders possess a similar set of traits or characteristics;
Self confidence, acceptance of the consequences of one's actions, persistence, creative problem-
solving, initiative, reilience, tolerance, ability to influence others, ability to structure social
interactions, intelligence, integrity, nonconformity, cooperativeness, tact.
Behavioral Theory
Focuses on what leaders do or how they behave; categorizes leaders into their style of practice.
Autocratic
Democratic
Permissive or laissez-faire
Beaurocratic
Autocratic Leaders
Leaders who purport to change the behavior of subordinates through external control with the use of
coercion, authority, punishment, and power.
Democratic Leadedrs
Leaders who appeal to the drive of their subordinates and influence change through participation,
involvement of subordinates in goal setting, and collaboration.
Permissive or Laissez-faire Leaders
Leaders who use a "hands-off" approach and assume that people are able to make their own
decisions and complete their work unaided by direction or facilitation.
Bureaucratic Leaders
Leaders who rely on organizational policies and rules to influence the behavior of their subordinates.
Autocratic and Bureaucratic leaders.....
Assume that external motivators cause subordinates to change their behavior.
Democratic and Laissez-faire leaders......
Believe that behavior change is internally inspired or has an internal locus of control.
Likert
Developed the four quadrant model known as "System 4 Management" to illustrate the relationship
between management style and outcomes; greater employee involvement yields greater
committment to the organization and it's outcomes.
Impoverished Leaders
show low concern for both production and people; do the minimum required to remain employed
Contingency Theory
,Also known as situational leadership; Refers to the ability to adapt one's leadership style to the
situation at hand.
Manager Follower Relationships
To what degree the manager enjoys the loyalty and support of her followers.
Task Structure
The degree to which the task is clearly described or are there operating procedures in place to
guarantee a successful outcome.
Position Power
To what degree is the manager able to administer rewards and punishment.
Job Maturity
The level of the employee's skills and technical knowledge relative to the task being performed.
Psychological Maturity
An employee's self-confidence and self-respect.
Hersey and Blanchard Leadership Style S1-High Task/Low Relationship
Telling; The leader tells the worker what to do and provides close supervision.
Hersey and Blanchard Leadership Style S2-High Task/High Relationship
Selling; The leaders makes decisions and coaches followers; the leader provides opporutnity for
clarification
Hersey and Blanchard Leadership Style S3- Low Task/High Relationship
Participating; Both leader and follower participate in projects and decisions.
Hersey and Blanchard Leadership Style S4- Low Task/Low Relationship
Delegating; The leaders gives subordinates the freedom to mae decisions and carry out plans.
Hersey and Blanchard Subordinate Readiness
R1: unable and unwilling; insecure
R2: unable but willing; confident
R3: Able but unwilling; insecure
R4: Able and willing; confident
Vroom-Yetton's Expectancy Theory
Gives a prescriptive approach for managers to decide how much participation they should solicit from
their employees. They then use one of the five decision making approaches- telling, selling, consult,
join, or delegate.
Charismatic Leaders
,Leaders who have the ability to engage others becuase of the power of their personalities; inspire
affection and emotional connection and may use the power of their personalities ot advance
revolutionary ideas.
Transactional Leaders
Derived from social-exchange theory; Both manager and employee derive equal benefit form their
relationship and the interactions between them are meant to achieve and maintain balance and
status quo.
Transformational Leaders
Transforms the organization through contextual and cultural changes; aware of all that is going on in
the organization; encourages risk-taking by subordinates and encourages and atmosphere of
supportive trust and self-actualization of employees; moves the organization well beyond the current
reality.
Connective Leaders
Draws on the leaders ability to bring others together as a means of effecting a change. Realize the
whole is greater than the sum of it's parts and achieve results through collaboration, cooperations,
coordination, and collegiality. Foster interconnectedness between disparate groups; known as bridge
builders and able to overcome obstacles from hierarchical structures.
Shared Leadership
Based on the concept of empowerment; recognizes the significance of informal as well as formal
leadership to the success of the organization. Acknowledges that no one power can have all the
knowledge and influence needed to accomplish intended goals; epitomized by self-directed work and
shared governance.
Servant Leadership
Puts other people and their needs above the leader's self-interest; success lies in stewardship.
Transparency
The opposite of secrecy; deliberate organizational move away from secrecy and opaqueness;
encourage saccess to information, participation, and decision-making; creates a high level of trust
among stakeholders; open acess to information and confidence in the competence of all involved.
Matrix Structure
Each department listed on an equal basis.
Horizontal Structure
CHain of command limited and managers fairly autonomous.
Committee Structure
an organizational structure in which authority and responsibility are held by a group rather than an
individual
Ad Hoc Committees
, Temporary committees formed to carry out a specific project or task as opposed to a standing
committee which is permanent.
Types of businesses
sole proprietorship, partnership, corporation
Sole proprietorship
A business owned by one person
Partnership
Corporation
A business owned by stockholders who share in its profits but are not personally responsible for its
debts
Organizational Theory
Classical principles include:
chain of command-line of command exists unbroken form top to bottom.
unity of command- Each subordinate is acountable to only one superior.
span of control- Defines the scope of responsibility of a given supervisor.
Management Theory
A means to accomplish an intended outcome through the work of others. Traditional management
functions:
Plan
Organize
Staff
Lead
Control
Coordinate
Frederick Taylor
Father of scientific management; Focused on the concept of efficiency created through:
Establishment of standards
Time-motion studies
Task analysis
Job simplification
Productivity incentives
Henri Fayol
French mining engineer and industrialist and champion of the management process school.
Management Process School
Examined the entire organization as a whole; emphasized competency rather than favor
