Leadership+Theory

Great Man Approach
Leaders are born and not made. Great leaders will arise when there is a great need. Address : @http://changingminds.org/disciplines/leadership/theories/great_man_theory.htm

Trait Theory
People are born with inherited traits. Some traits are particularly suited to leadership. People who make good leaders have the right (or sufficient) combination of traits. Address : @http://changingminds.org/disciplines/leadership/theories/trait_theory.htm

Leader Relationship Theories

 * ===LMX ===
 * "Leader-Member Exchange Theory, also called LMX or Vertical Dyad Linkage Theory, describes how leaders in groups maintain their position through a series of tacit exchange agreements with their members." from Leader-Member Exchange (LMX) Theory at Wed Sep 30 2009 09:56:51 GMT-0400 (EST) on @http://changingminds.org/explanations/theories/leader_member_exchange.htm Also to be noted is that LMX relationships develop in-groups and out-groups, and these relationships are maintained over time, but begin when a person joins a group.
 * ===Theory X Theory Y ===
 * "Douglas McGregor in his book, "The Human Side of Enterprise" published in 1960 has examined theories on behavior of individuals at work, and he has formulated two models which he calls Theory X and Theory Y. **Theory X Assumptions**: The average human being has an inherent dislike of work and will avoid it if he can... **Theory Y Assumptions:** The expenditure of physical and mental effort in work is as natural as play or rest." from Douglas McGregor. Theory X Theory Y employee motivation theory at Wed Sep 30 2009 10:00:08 GMT-0400 (EST) on @http://www.accel-team.com/human_relations/hrels_03_mcgregor.html

Major Contingencies Theories
>> In particular, leaders: >> * Clarify the path so subordinates know which way to go. >> * Remove roadblocks that are stopping them going there. >> * Increasing the rewards along the route." from Path-Goal Theory of Leadership at Wed Oct 07 2009 19:36:46 GMT-0400 (EST) on @http://changingminds.org/disciplines/leadership/styles/path_goal_leadership.htm >> >> >> High LPC leaders tend to have close and positive relationships and act in a supportive way, even prioritizing the relationship before the task. Low LPC leaders put the task first and will turn to relationships only when they are satisfied with how the work is going. >> >> >> Three factors are then identified about the leader, member and the task, as follows: >> >> >> * Leader-Member Relations: The extent to which the leader has the support and loyalties of followers and relations with them are friendly and cooperative. >> * Task structure: The extent to which tasks are standardised, documented and controlled. >> * Leader's Position-power: The extent to which the leader has authority to assess follower performance and give reward or punishment. >> >> >> The best LPC approach depends on a combination of there three. Generally, a high LPC approach is best when leader-member relations are poor, except when the task is unstructured and the leader is weak, in which a low LPC style is better." from Fiedler's Least Preferred Co-worker (LPC) Theory at Wed Oct 07 2009 19:37:58 GMT-0400 (EST) on @http://changingminds.org/disciplines/leadership/theories/fiedler_lpc.htm >> There are four leadership styles (S1 to S4) that match the development levels (D1 to D4) of the followers. >> The four styles suggest that leaders should put greater or less focus on the task in question and/or the relationship between the leader and the follower, depending on the development level of the follower." from Hersey and Blanchard's Situational Leadership at Wed Oct 07 2009 19:44:36 GMT-0400 (EST) on @http://changingminds.org/disciplines/leadership/styles/situational_leadership_hersey_blanchard.htm
 * ===Path Goal Theory ===
 * "The Path-Goal Theory of Leadership was developed to describe the way that leaders encourage and support their followers in achieving the goals they have been set by making the path that they should take clear and easy.
 * ===Fiedler's LPC ===
 * "Fiedler identified the a Least Preferred Co-Worker scoring for leaders by asking them first to think of a person with which they worked that they would like least to work with again, and then to score the person on a range of scales between positive factors (friendly, helpful, cheerful, etc.) and negative factors (unfriendly, unhelpful, gloomy, etc.). A high LPC leader generally scores the other person as positive and a low LPC leader scores them as negative.
 * ===Leadership Substitutes ===
 * "According to this approach, the key to improving leadership effectiveness is to identify the situational variables that can either substitute for, neutralize, or enhance the effects of a leader's behavior. Included among variables that have been identified by Kerr and Jermier (1978) as potential substitutes for leadership are four subordinate characteristics (ability, experience, training, and knowledge; need for independence; professional orientation; and indifference to organizational rewards), three task characteristics (task feedback; routine, methodologically invariant tasks; intrinsically satisfying tasks), and six organizational characteristics (organizational formalization; organizational inflexibility; group cohesiveness; amount of advisory/staff support; rewards outside the leader's control; and the degree of spatial distance between supervisors and subordinates). Unlike the transformational approach to leadership, which assumes that it is the leader's transformational behavior that is the key to improving leadership effectiveness, the substitutes for leadership approach assumes that the real key to leadership effectiveness is to identify those important situational or contextual variables that may "substitute" for the leader's behavior, so that the leader can adapt his or her behavior accordingly." from Transformational leader behaviors and substitutes for leadership as determinants of employee satisfaction, commitment, trust, and organizational citizenship behaviors | Journal of Management | Find Articles at BNET at Wed Oct 07 2009 19:40:04 GMT-0400 (EST) on @http://findarticles.com/p/articles/mi_m4256/is_n2_v22/ai_18452989/
 * ===Participative Leadership ===
 *  "Participative leadership is a style of leadership that involves all members of a team in identifying essential goals and developing procedures or strategies for reach those goals. From this perspective, participative leadership can be seen as a leadership style that relies heavily on the leader functioning as a facilitator rather than simply issuing orders or making assignments. This type of involved leadership style can be utilized in business settings, volunteer organizations and even in the function of the home. " from What is Participative Leadership? at Wed Oct 07 2009 19:43:13 GMT-0400 (EST) on @http://www.wisegeek.com/what-is-participative-leadership.htm
 * ===<span class="wiki_link_new">Hersey and Blanchard Situational Leadership ===
 * <span class="wiki_link_new">"Leaders should adapt their style to follower development style (or 'maturity'), based on how ready and willing the follower is to perform required tasks (that is, their competence and motivation).
 * ===<span class="wiki_link_new">Transformational Leadership ===
 * <span class="wiki_link_new">A leadership approach in which the leader is oriented towards embracing and creating beneficial change, The idea is that the leader works to transform the people, organization and methods towards a beneficially changed orientation.
 * ===<span class="wiki_link_new">Charismatic Leadership ===
 * <span class="wiki_link_new">A leadership approach in which the leader uses strong interpersonal skills, communication, emotional intelligence, cultural intelligence, and other interpersonal skills in order to gain power, gather support for organizational changes, and motivate followers to follow.
 * ===T<span class="wiki_link_new">ransactional Leadership ===
 * <span class="wiki_link_new">A leadership approach in which the leader and the follower have a traditional relationship of compensation for productivity, and the focus is mostly on maintaining the status quo.

<span class="wiki_link_new">Power

 * ===<span class="wiki_link_new">10 Sources of Power (French and Raven) ===
 * <span class="wiki_link_new">positional -- authority given by a group
 * <span class="wiki_link_new">personal -- committed to a personal vision that inspires.
 * <span class="wiki_link_new">reward -- provides something others want or value.
 * <span class="wiki_link_new">coercive -- gets compliance through arousing fear and guilt.
 * <span class="wiki_link_new">enabling -- influences others to make good choices and facilitate
 * <span class="wiki_link_new">expert -- having expertise in an area that others depend on. (Blanos)
 * <span class="wiki_link_new">information -- access to information that others value.
 * <span class="wiki_link_new">resource/ecological -- you have access to resources, hman, financial, technical, and educational.
 * <span class="wiki_link_new">associative -- you have connections and relationships with many people, you build alliances.
 * <span class="wiki_link_new">naming -- you are able to identify what is important to a group and can express it clearly. (Obama)
 * ==="SOURCES OF INDIVIDUAL POWER===
 * Legitimate power: From holding a formal position. Others comply because they accept the legitimacy of the position of the power holder.
 * Reward power: Target complies in order to obtain rewards controlled by the agent.
 * Coercive Power: Compliance is to avoid punishments controlled by the agent.
 * Expert Power: Based on a person’s expertise, competence, and information in a certain area.
 * Referent Power: The target person comply because they respect and like the power holder (agent).

Another conceptualization of power sources is as follows:

 * Position Power: Formal authority, control over rewards, control over punishments, control over information and ecological control.
 * Personal Power: Expertise, friendship or loyalty and charisma.
 * Political Power: Control over decision processes, coalitions, co-optation and institutionalization." from Power and Leadership at Wed Oct 07 2009 19:53:25 GMT-0400 (EST) on @http://74.125.113.132/search?q=cache:_9un-xuqX4cJ:www.strom.clemson.edu/becker/prtm320/notes/power320.pdf+sources+of+leader+power&cd=1&hl=en&ct=clnk&gl=us&client=firefox-a
 * ===<span class="wiki_link_new">Use of Political Behavior ===
 * <span class="wiki_link_new">the act of gaining power by actions such as gaining interpersonal support, expert power, referent power,
 * <span class="wiki_link_new">Influence Behaviors
 * <span class="wiki_link_new"> making friends in high places
 * making a strong relationship with supervisors
 * gaining expertise in key systems or skills
 * rational arguments with clarity and factual reinforcement.

<span class="wiki_link_new">Decision Making
>> >> >> 1. information is incomplete, imperfect or even misleading; >> 2. problems are complex; >> 3. human information processing is limited; >> 4. time spent on decision making is limited; >> 5. decision makers often have conflicting preferences for certain organisational goals. >> >> >> In addition, organisations, themselves, act as "boundaries". Organisational boundaries allow organisation members to focus and act without the need to (re)think through each action. Information in an organisation is of two kinds: >> >> >> 1. facts that can be verified with data; >> 2. values that come from the mindsets embedded in the organisation's culture and common approaches. " from ProvenModels bounded rationality - Herbert A. Simon at Wed Oct 07 2009 20:15:05 GMT-0400 (EST) on @http://www.provenmodels.com/15 >> Autocratic l (Al) Leader solves the problem along using information that is readily available to him/her >> Autocratic ll (All) Leader obtains additional information from group members, then makes decision alone. Group members may or may not be informed. >> Consultative l (Cl) Leader shares problem with group members individually, and asks for information and evaluation. Group members do not meet collectively, and leader makes decision alone. >> Consultative ll (Cll) Leader shares problem with group members collectively, but makes decision alone >> Group ll (Gll) Leader meets with group to discuss situation. Leader focuses and directs discussion, but does not impose will. Group makes final decision." from vroom-yetton at Wed Oct 07 2009 20:18:39 GMT-0400 (EST) on @http://faculty.css.edu/dswenson/web/LEAD/vroom-yetton.html
 * ===<span class="wiki_link_new">Simon's bounded rationality ===
 * <span class="wiki_link_new">"Human rationality is limited:
 * ===<span class="wiki_link_new">Vroom and Yetton's decision Procedures ===
 * <span class="wiki_link_new"> "Decision Making Style - Description

<span class="wiki_link_new">Diversity and Cross-cultural influences on Leadership
> 2 Bias, prejudice, and stereotypes > 3 How exclusive behavior distracts organizations from being successful" from Cornell ILR - Diversity Awareness at Wed Oct 07 2009 20:26:35 GMT-0400 (EST) on @http://www.ilr.cornell.edu/mgmtprog/catalog/dv150.html
 * "1 Awareness of differences: race, gender, age, religion, national origin, sexual orientation, thinking styles, and other workplace differences