MGT 250 Chapter Notes - Chapter 14: Trait Theory, Contingency Theory, Externals
9 May 2018
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MGT 150 Ch. 14: Leadership Nov. 14th, 2017
▪ 14-1: Leaders Vs. Managers:
➢ Leaders:
o Concerned w/ doing the right thing.
o Asks what should we be doing.
o Focus on vision, mission, goals, & objectives,
o See themselves as preservers of status quo.
o Take a long-term view.
o Concerned w/ expanding ppl’s choices & options.
o Inspire & motivate others to find their own solutions.
o More concerned w/ ends, what gets done.
o Critical to inspiring employees & setting organization’s long-term direction.
➢ Managers:
o Are concerned with doing things right.
o Asks how can we do what we’re already doing better
o Focus on productivity & efficiency.
o See themselves as promoters of change & challengers of the status quo in that they encourage
creativity & risk taking.
o Have a relatively short-term perspective,
o Concerned w/ control & limiting choices of others.
o Solve problems so that others can do their work.
o More concerned w/ means, how to get things done.
o Critical to getting out the day-to-day work.
➢ Leadership: process of influencing others to achieve group/organizational goals.
▪ 14-2: Who Leaders Are & What Leaders Do:
• 14-2a: Leadership Traits:
➢ Trait Theory: leadership theory that holds effective leaders possess similar set of
traits/characteristics.
➢ Traits: relatively stable characteristics, such as abilities, psychological motives, or consistent
patterns of behavior.
• 14-2b: Leadership Behaviors:
➢ Initiating Structure: degree to which a leader structures roles of followers by setting goals, giving
directions, setting deadlines, & assigning tasks.
➢ Consideration: extent to which a leader is friendly, approachable, & supportive & shows concern
for employees.
▪ 14-3: Putting Leaders in the Right Situation: Fielders’ Contingency Theory: states that to maximize
work group performance, leaders must be matched to situation that best fits their leadership style.
➢ Leadership Style: the way a leader generally behaves toward followers.
• 14-3b: Situational Favorableness: degree to which a particular situation either permits/denies leader
chance to influence behavior of group members.
➢ Leader-Member Relations: degree to which followers respect, trust, & like their leaders.
➢ Task Structure: degree to which requirements of a subordinate’s tasks are clearly specified.
➢ Position Power: degree to which leaders are able to hire, fire, reward, & punish workers.
▪ 14-4: Adapting Leader Behavior: Path-Goal Theory: states leaders can increase subordinate satisfaction
& performance by clarifying & clearing paths to goals & by increasing # & kinds of rewards available for
goal attainment.
• 14-4a: Leadership Styles:
1. Directive: lets employees know precisely what is expected of them, gives them specific guidelines
for performing tasks, schedules work, sets standards of performance, & makes sure that ppl follow
standard rules & regulations.
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Document Summary
Leadership: process of influencing others to achieve group/organizational goals: 14-2: who leaders are & what leaders do, 14-2a: leadership traits: Trait theory: leadership theory that holds effective leaders possess similar set of traits/characteristics. Traits: relatively stable characteristics, such as abilities, psychological motives, or consistent patterns of behavior: 14-2b: leadership behaviors: Initiating structure: degree to which a leader structures roles of followers by setting goals, giving directions, setting deadlines, & assigning tasks. Leadership style: the way a leader generally behaves toward followers: 14-3b: situational favorableness: degree to which a particular situation either permits/denies leader chance to influence behavior of group members. Leader-member relations: degree to which followers respect, trust, & like their leaders. Task structure: degree to which requirements of a subordinate"s tasks are clearly specified. Position power: degree to which leaders are able to hire, fire, reward, & punish workers: 14-4: adapting leader behavior: path-goal theory: states leaders can increase subordinate satisfaction.
