Focused on identifying the personal characteristics that cause effective leadership: intelligence, knowledge/expertise, dominance, self-confidence, high energy, stress tolerance, integrity, honesty, and maturity.
Behavior Model behaviors:
Consideration, initiating structure.
Behavior indicating that a manager trusts, respects, and cares about subordinates.
Behavior that managers engage in to ensure that work gets done, subordinates perform their jobs acceptably, and the organization is efficient and effective.
Feidler's leadership styles
Primary concern is to develop good relationships with their subordinates and to be liked by them.
Leaders whose primary concern is to ensure that subordinates perform at a high level.
extent to which work is clear-cute so workers know what needs to be accomplished and how to accomplish it. Determines how favorable a situation is for leading
The amount of legitimate, reward, and coercive power that a leader has by virtue of his position in the organization; determines how favorable a situation is for leading.
A contingency model Leaders can motivate subordinates by identifying their desired outcomes, rewarding them for high performance and the attainment of work goals, and clarifying the paths leading to the attainment of work goals.
A characteristic of a worker or situation that acts in place of the influence of a leader and makes leadership unnecessary.
Makes workers aware of the importance of their jobs and performance to the org. and aware of their own needs for personal growth. Motivates workers to work for the good of the organization.
Motivates workers by rewarding them for high performance and reprimanding them for low performance.
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