Chapter 12
-Assumes leaders possess special traits that set them apart from other and cause
them to assume positions of power and authority. Not been successful at finding key
leadership traits that apply to ALL leadership situations
-Surgency-high energy levels, assertiveness, social participation, -Intellectance-
broad range of interests, imaginative, cultural sensitivity, -Agreeableness, -
Conscientiousness
-high need for power and low need for affiliation
-Leaders with high-profile leadership positions (President, CEO, General, ETC)
-Autocratic, Democratic, Laissez-faire, Democratic is best, Laissez-faire is worst
-Crosses concern with production and concern with people
-Factors determining leadership style are personality characteristics of the leader
and characteristics of the situation
-Style is revealed by using the Least Preferred Co-worker scale
-HIGH LPC leaders are more primarily people oriented and superior when
situational control is moderate
-LOW LPC are more production oriented and superior when situational
control is high or low
-Role Taking- leader communicates the desired role to the subordinate; no
reciprocal contribution from the subordinate
Role Making-a role is “negotiated” for the subordinate; unstated promises of benefit
and power in exchange for dedication and loyalty are made; breaches of trust can
lead to out-group membership
Role Routinization-the leader-subordinate exchange becomes routine and
established
-based on perceived similarities between the leader and subordinates
-Leader sees out-group as incompetent and undesirable while the leader see
in-group as good employees
-Assumes that the leaders job is to ensure that followers are motivated to do their
jobs
-Achievement oriented leadership style
-a situational based model on a continuum of 5 decision styles with differing
degrees of employee participation that enables leaders to analyze a situation and
decide how much participation is called for
