PSY 3181 Lecture 8: chapter 8 review
29 May 2018
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LEADERSHIP (Slides of note: #4-6, 8-9, 11, 13-16, 19-24, 28-29)
A. Leadership is an influence-based process that can bear heavily on organizational effectiveness
B. Leadership is an interaction between the leader, the followers, and the situation
1. Social process through which an individual intentionally exerts influence over others to
structure their behaviors, attitudes, feelings, goals, and relationships
i Central to leadership are influence and power
ii Leaders versus managers
C. Trait and behavioral theories suggest that effective leaders possess:
1. Intelligence / openness / extraversion / emotional stability / self-monitoring
2. Combination of task and person orientation
D. Situational and follower aspects can also influence leadership effectiveness
1. Organizational climate (IMPACT theory)
i Information, magnetic, position, affiliation, coercive, and tactical
ii Leader Strategies:
1 Find a climate consistent with your leadership style
2 Change your leadership style to better fit the existing climate
3 Change your folloers’ perception of the climate
4 Change the actual climate
2. Subordinate ability (situational leadership theory)
3. Relationships with subordinates (LMX theory)
i Concentrates on the interactions between leaders and subordinates
ii Leaders develop relationships with each member of their work group
iii Subordinates fall into either the:
1 In-group (high-quality relationship)
2 Out-group (low-quality relationship)
iv In-group employees
1 More responsibility
2 Higher performance
3 More satisfied
4 Less likely to leave
E. Other attributes associated with strong leadership
1. Power & influence
i Power is potential
ii Frenh & Raen’s ases:
1 Legitimate
2 Reward
3 Coercive
4 Expert
5 Referent
iii Power is not always a good thing
2. Transformational ability
i Process of inspiring individuals and groups to a higher level of motivation and
commitment in pursuing organizational goals
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