<조직행동론> Leadership 2

조직행동론 Organizational Behavior

Chapter. Leadership

1. universal leardership traits model : everywhere everytime 
   • Some Purported Traits : Physical characteristics, Social background, Intellectual ability (smart enough), Personality
   • Some Promising Traits: Energy level, Self-confidence, Need for achievement, Need for power
   • contemporary universal trait model
     • transactional leaders: Focus on self-interest through exchange with the organization (the Path-Goal Model is an example)
     • transformational leaders : Focus on development of trust, confidence, admiration, loyalty, and commitment. This is an inspirational leader (very fast most, not incremental) with High self-confidence, Articulates a vision, Assumes personal risk to pursue vision, Uses unconventional strategies, Perceives self as change agent
2. universal leardership behaviors model
   
   • 두 가지 종류의 행동이 있음 
   • Initiating Structure Behavior: The degree to which a leader clarifies and defines roles for followers
   • Consideration Behavior: The degree to which a leader attends to the welfare, comfort, needs, and satisfaction of followers
   • universal behaviors example: Managerial Grid

universal behaviors example: Managerial Grid

 

1. situation contingent leadership trait model
   • (1) stable leader characteristics, (2) Find important situational characteristics
   • ⇒ (3) match between leader and situation
   • ex. fiedler’s contingency model
     • Key Leader Trait : Relationship vs. task orientation
     • Key Situational Characteristics : Degree to which the leader or followers have control over the situation (=situational favorableness)
     • leader situation matches & performance
     • “situational favorableness” measured by
       • Leader-member relations
       • Task structure
       • Leader position power

fiedler’s contingency model

1. situation contingent leadership behavior model
   • Logic
     • Help followers perform effectively by providing direction
     • Make rewards (thus, satisfaction) contingent on performance
     • Be perceived as instrumental in obtaining satisfaction (rewards)
   • EX. Evans & House’s Path-Goal Model
   • key leader behaviors
     • Directive (initiating structure)
     • Supportive (consideration)
     • Achievement-oriented (creating and defining challenges and opportunities to succeed)
     • Participative (involving followers in problem-solving and decision-making)
   • situational characteristics
     • Followers
       • Locus of control (internal vs external)–Need for achievement
       • Task-related ability
       • Authoritarianism (high vs low)
     • Environmental
       • Formal authority (does leader have authority?)
       • Primary work group
       • Nature of task (structuring?  rewarding?)

<selection and training>

• universal trait model
  • 1단계) 중요한 traits을 identify → find people with these traits 
  • 2단계) 그들을 leader로 임명 → encourage leaders to exhibit that traits
• universal behavior model
  • 1단계)중요한 traits을 identify → find people with these behaviors
  • 2-i) 그들을 leader로 임명
  • 2-ii) teach leaders to behave appropriately → encourage leader to behave appropriately
• situation contingent traits model
  • 1단계)중요한 situation characteristics 평가 → 중요한 trait을 평가 
  • 2-i) place leader into situations where traits will be effective
  • 2-ii) re-engineer situation → current leaders’ traits become effective
• situation contingent behavior model
  • variety of options, most complex one
  • 1단계) Assess characteristics of followers (e.g., personality) & Assess characteristics of the environment (e.g., task structure, authority, group factors)
  • 2-i) 해당 상황에 적합하게 행동하는 그들을 leader로 임명
  • 2-ii) 해당 상황에서 어떻게 행동해야할지 리더를 가르치고 트레이닝 하기 (teaching and training leaders)
  • 2-iii) 상황을 리더의 행동에 적합하게 바꾸기 (change situation, situation fit better to given managers)