INDE 6335- ENG. ADMINISTRATION

LEADERSHIP EMERGING AND CHANGING CONCEPTSDr. Christopher A. ChungDept. of Industrial Engineering

AGENDAFielders contingency modelVroom-Jago Leadership ModelAttribution Theory of LeadershipCharismatic LeadershipTransactional LeadershipSubstitutes for leadership

FIEDLERS CONTINGENCY MODELLeadership effectivenessf(leadership style, sit. favorableness)Leadership styleTask leadershipRelationship leadershipSituational favorablenessLeader-member relationsTask structurePosition power

RelationsTask StructurePosition PowerStrngStrngStrngStrngGoodGoodGoodGoodLowLowLowLowPoorPoorPoorPoorHighHighHighHighWeakWeakWeakWeak I II III IV V VI VII VIIIFavorablefor leaderUnfavorablefor leaderFIEDLERS CONTINGENCY MODELTaskMotivatedTaskMotivatedRelationshipMotivated

FCM - LEADERS SHOULD CHANGETHE SITUATIONYou are what you areModifying leader-member relationsModifying task structureModifying position power

VROOM-JAGO LEADERSHIP MODELMost effective leadership decision making procedure in different situationsTwelve different problem attributesSeven leadership decision making stylesComplex without simplifying assumptionsLimited empirical evidence

DECISION EFFECTIVENESS

DECISION STYLESAutocratic IYou decide based on your infoAutocratic IIYou gather info from subordinates, you decideConsultative IShare problem with subordinates individually then you decideConsultative IIShare problem with subordinates together than you decideGroup IAnalyze problem with a subordinate, group decisionGroup IIAnalyze problem with group, group decisionDelegative ISubordinate given problem who makes decision

REDUCED SET OF DECISION VARIABLESQR - Quality RequirementCR - Commitment RequirementLI - Leader's InformationST - Problem StructureCP - Commitment ProbabilityGC - Goal CongruenceCO - Subordinate ConflictSI - Subordinate Information

TIME DRIVEN-GROUP PROBLEM CR CR LI LI ST ST CP CP CP CP GC GC GC GC CO CO SI SI AIGIICIIGIICIIAIICICIIAIGIIHIGHLOWYESYESYESYESHIGHLOWLOWHIGHYESYESYESYESYESYESYESYESYESYESYESYESYESNONONONONONONONONONONONONONONONO QR

ATTRIBUTION THEORY OF LEADERSHIPLeader observes follower behaviorSearches for Informational cues Causes for behaviorConstruct causal explanationsPerceives source of responsibilityTakes action

INFORMATION QUESDistinctivenessTask related?ConsistencyHow frequently?ConsensusOthers behave the same?

CAUSES OF BEHAVIORInternalPersonExternalTaskContext

QUALITY PROBLEM EXAMPLEInformation CuesDistinctivenessConsistencyConsensusPerceived source of responsibility

CHARISMATIC LEADERSHIPThe ability to influence followers based on a super-natural gift and attractive powers.

CHARISMATIC LEADERSHIPTypesVisionaryCrisis basedCommunicationNo specific set of behaviors and attributes are universally accepted

TRANSACTIONAL LEADERSHIPLeader identifies followers needsLeader helps followers identify goalsRelies onContingent rewardManagement by exception

TRANSFORMATIONAL LEADERSHIPForm of transactional leadershipLeader has a vision involving major organizational changesIndividual attentionFollowers are motivated by internal rewards

SUBSTITUTES FOR LEADERSHIPNeed neutralized by characteristics ofSubordinate, task, organizationExamplesExperienced, well-trained, knowledgeable employeesJob with feedbackClose-knit, cohesive groups

GROUP ISSUESWhat makes a group a groupTypesFormationCharacteristics

TYPESFormalSanctioned by the organizationTeamsInformalNot sanctioned by the organizationPersonal interestsMixCompany sponsored sports teams

FORMATIONFormingStormingNormingPerforming

CHARACTERISTICSStructureStatus HierarchyRolesNormsLeadershipCohesiveness

INTERGROUP BEHAVIORGroup conflictInterdependenceCohesivenessIncreasing group conflict

INTERDEPENDCEPooledSequentialReciprocal

COHESIVENESSWhy to want to increase or decrease itHow you can increase it or decrease it

INCREASING GROUP CONFLICTCommunicationOutsidersAltering structureCompetition

EARLY LEADERSHIP MODELSLikertCan only be one of two different types of leadersJob centered leader or Employee centered leaderFleishmanCan be both at the same time to different degrees

SITUATIONAL LEADERSHIPTHEORY MODELSFiedler's ContingencyYou are what you are change the situationPath GoalExpectancyHersey-Blanchard SituationalDegree of willingness and ablenessLeader-Member ExchangeNot everybody is treated the same

EMERGING MODELSVroom-Jago7 leadership styles autocratic, consultative, groupAttributionDistinctiveness, consistency, consensusCharismaticSupernaturalTransactionalReward basedTransformational

SURVEY PROCEDUREConstruct reliabilityItem remainder correlationCronbach alpha

*Task-controlling, structuringRelationship-passive, considerate

Relations-confidence, trust, respectStructure-how structured with respect to goal clarity, problem solving, feedbackPower-How much power does the position haveFeedback of the problemA lot of team based things uh ah self manegemnt or lreader or manager there are situration shwerer

*Physical behavior Formal groups , Duncan club, auto club. Company sponsored sports team, formation of *Formation, stroming, *Describe, *Leadership and groups vaadi moda

*Issue of cohesiveness, talks about fuck*Pooled sequential reciprocal (example of asthama guys making ship cleaning, big mess), production guys will problem *Important. *Communication, outsiders **Likert-Mark TwainJob centered-relys on organizational given power, closely observes workEmployee centered-concerned with workers growth, creates a supportive work environment.Ethics important

LEADERSHIPSGROUP BEHABIVORS

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