Tiêu đề 13 IO Psy - Leadership.pdf ✅

13 – Leadership IOPSY | 2024 - 2025 | NOT FOR SALE OUTLINE 1. An Introduction to Leadership 2. Personal Characteristics Associated with Leadership a. Leadership Emergence b. Leadership Performance 3. Interaction Between the Leader and the Situation a. Situational Favorability b. Organizational Climate c. Subordinate Ability d. Relationships with Subordinates 4. Specific Leadership Skills a. Leadership Through Decision Making b. Leadership Through Contact c. Leadership Through Power d. Leadership Through Vision e. Leadership Through Authenticity AN INTRODUCTION TO LEADERSHIP LEADERSHIP Leadership – encompasses the ability of an individual, group, or organization to "lead", influence, or guide other individuals ● Understanding the theories and research behind leadership is important because it can help determine how an organization selects or develops its managers ● Good leadership is the result of an interaction between certain types of behaviors and particular aspects of the situation PERSONAL CHARACTERISTICS ASSOCIATED WITH LEADERSHIP LEADERSHIP EMERGENCE Leadership Emergence – idea that people who become leaders possess traits or characteristics different from people who do not become leaders ● We inherit certain traits and abilities that might influence our decision to seek leadership ● People high in openness, conscientiousness, extraversion, masculinity, creativity, and authoritarianism and low in neuroticism are more likely to emerge as leaders ● High self-monitors (people who adapt their behavior to the social situation) emerge as leaders more often ● More intelligent people are more likely to emerge as leaders ● Types of Motivation to Lead ○ Affective Identity Motivation: become leaders because they enjoy being in charge and leading others ○ Non-Calculative Motivation: seeking leadership positions when they perceive that such positions will result to personal gain ○ Social-Normative Conditions: become leaders out of a sense of duty ● Individuals with high leadership motivation tend to obtain leadership experience and have confidence in their leadership skills ● Men = short-term groups and groups carrying out tasks with low social interaction ● Women = high social interaction LEADERSHIP PERFORMANCE Leadership Performance – involves the idea that leaders who perform well possess certain characteristics that poorly performing leaders do not ● Traits: extraversion, openness, agreeableness, and conscientiousness were positively related to leader performance and that neuroticism was negatively related ○ Management, decision-making, and oral- communication skills were highly correlated with leadership effectiveness ○ Self-Monitoring: focuses on what leaders do as opposed to what they are ○ Certain traits are necessary requirements for leadership excellence but that they do not guarantee it ○ Leadership excellence is a function of the right person being in the right place at the right time ● Cognitive Ability: most important when the leader is not distracted by stressful situations and when the leader uses a more directive leadership style ○ The key to effective leadership is the synthesis of three variables – wisdom, intelligence, and creativity ● Needs: need for power, need for achievement, and need for affiliation ○ Leadership Motive Pattern: high need for power and a low need for affiliation ○ An effective leader should be concerned more with results than with being liked ○ Leaders with high affiliation needs may decide that being liked is more important than being successful, causing conflict with their decision ○ Successful leaders will not place their need to be liked above the goals of the organization ○ Thematic Apperception Test: projective test which a person is shown a series of pictures 1 | @studywithky

missing from the group; effective in climates of ignorance ● Magnetic Style: leads through energy and optimism but characterized by low morale; effective in climates of despair ● Position Style: lead by virtue of the power inherent in that position; effective in climates of instability ● Affiliation Style: leads by liking and caring about others; effective in climates of anxiety ● Coercive Style: leads by controlling and punishment; effective in climates of crisis ● Tactical Style: leads through strategy; effective in climates of disorganization SUBORDINATE ABILITY ● A leader’s behavior will be accepted by subordinates only to the extent to which the behavior helps them achieve their goals ● Supervisors must adjust their behaviors based on the needs of the subordinates ● Path-Goal Theory: a leader can adopt one of four behavioral leadership styles to handle each situation ○ Instrumental-Style: calls for planning, organizing, and controlling the activities of employees ○ Supportive-Style: shows concern for employees ○ Participative-Style: shares information with employees and lets them participate in decision making ○ Achievement-Oriented Style: sets challenging goals and rewards increases in performance ● To be effective, a leader should ○ Recognize the needs of subordinates and work to satisfy those needs; ○ Reward subordinates who reach their goals; ○ Help subordinates identify the best paths to take in reaching particular goals ○ Clear those paths so that employees can reach their goals ● Situational Leadership Theory: a leader typically uses one of four behavioral styles ○ Delegating: delegate specific tasks to subordinates and then let them complete those tasks with minimal supervision or guidance ○ Directing: leader directs the follower by telling him what to do and how to do it ○ Coaching: explain and clarify how work should be done ○ Supporting: give emotional support and opportunities for two-way communication ○ Follower Readiness: ability and willingness to perform a particular tasks; most important follower characteristic RELATIONSHIPS WITH SUBORDINATES Leader-Member Exchange Theory – focuses on the interaction between leaders and subordinates ● Originally called vertical dyad linkage (VDL) theory ● Took its name from the relationship between two people (a dyad), the position of the leader above the subordinate (vertical), and their interrelated behavior (linkage) ● States that leaders develop different roles and relationships with the people under them and thus act differently with different subordinates ○ In-Group: high quality relationship with the leader ○ Out-Group: low quality relationship with the leader SPECIFIC LEADERSHIP SKILLS LEADERSHIP SKILLS ● According to researchers, leaders do the following: ○ Initiate ideas ○ Informally interact with subordinates ○ Stand up for and support subordinates ○ Take responsibility ○ Develop a group atmosphere ○ Organize and structure work ○ Communicate formally with subordinates ○ Reward and punish subordinates ○ Set goals ○ Make decisions ○ Train and develop employee skills ○ Solve problems ○ Generate enthusiasm ● First-line supervisors found the following skills to be essential: ○ Organizing 3 | @studywithky