Hrm Notes
3/19 Quiz 3 Notes
Leadership: Most complicated and most observed.
I. The “Great Man” Theory: The course of history, the nature of society has been shaped by the great acts of man.
II. Trade and Personality Approaches (1920-1950): Gathering the traits of different leaders.
Pure trait Approach: There are some traits, regardless of situation, that make you a good leader. (I give you certain traits and wherever you go you will be successful).
Enlightened View/ Approach: Traits matter but so does the situation.
Key Traits: 6 Traits
Drive
Achievement- Need for achievement
Ambition- Ambition to succeed
Energy- Physical, metal, emotional energy
Tenacity- “When the tough gets going, the going gets tough”
Initiative-
Motivation
Honesty and Integrity: Can be exempt under certain situations. (Bill Clinton accusations and the good economy cancel out).
Self-Confidence: (Not cockiness, not believing you are a “God”).
Intelligence (Mental Ability): Usually smarter than there followers, but not always.
Knowledge of the business
III. Behavioral Approaches (1930-Present)
The Ohio State Studies
LOQ
LBDQ (Leader Behavioral Description Questionnaire)
2 Key Dimensions
Consideration: Who is more relationship oriented, more concerned with your thoughts and feelings.
Initiating Structure: More concerned with you doing the job. (Task focused).
Contingency Approaches (1960- Present)
Fiedler’s Contingency Theory: Ridiculous to think you can fit in any situation.
Leadership Style: Least preferred co-worker scale/Index (LPC); High LPC-relationship oriented and Low LPC-task oriented.
Situational Favorability:
Leader-Member Relations: Does everyone like you? #1
Task Structure: Ex. Building a bridge (complicated). #2
Leader Position Power: #3
The Contingency: Low LPC Highly favorable & highly unfavorable; High LPC Moderately Favorable (look at worksheet).
Social/ Environmental Engineering: Either change the situation to fit your style or match the leader
Leadership: Most complicated and most observed.
I. The “Great Man” Theory: The course of history, the nature of society has been shaped by the great acts of man.
II. Trade and Personality Approaches (1920-1950): Gathering the traits of different leaders.
Pure trait Approach: There are some traits, regardless of situation, that make you a good leader. (I give you certain traits and wherever you go you will be successful).
Enlightened View/ Approach: Traits matter but so does the situation.
Key Traits: 6 Traits
Drive
Achievement- Need for achievement
Ambition- Ambition to succeed
Energy- Physical, metal, emotional energy
Tenacity- “When the tough gets going, the going gets tough”
Initiative-
Motivation
Honesty and Integrity: Can be exempt under certain situations. (Bill Clinton accusations and the good economy cancel out).
Self-Confidence: (Not cockiness, not believing you are a “God”).
Intelligence (Mental Ability): Usually smarter than there followers, but not always.
Knowledge of the business
III. Behavioral Approaches (1930-Present)
The Ohio State Studies
LOQ
LBDQ (Leader Behavioral Description Questionnaire)
2 Key Dimensions
Consideration: Who is more relationship oriented, more concerned with your thoughts and feelings.
Initiating Structure: More concerned with you doing the job. (Task focused).
Contingency Approaches (1960- Present)
Fiedler’s Contingency Theory: Ridiculous to think you can fit in any situation.
Leadership Style: Least preferred co-worker scale/Index (LPC); High LPC-relationship oriented and Low LPC-task oriented.
Situational Favorability:
Leader-Member Relations: Does everyone like you? #1
Task Structure: Ex. Building a bridge (complicated). #2
Leader Position Power: #3
The Contingency: Low LPC Highly favorable & highly unfavorable; High LPC Moderately Favorable (look at worksheet).
Social/ Environmental Engineering: Either change the situation to fit your style or match the leader