Leadership Ch 13 Part 2: April 17

Fiedler’s LPC (cont.) Low LPC most effective when? High LPC most effective when?

Applying LPC theory Match leader to situation; practical Evaluation of theory – –Conclusions about leader effectiveness derived from many studies –Criticisms?

Normative Decision Theory (Vroom & Yago) Another contingency theory, focused on styles of participative decision making Prescriptive theory indicating which of 5 styles a leader should adopt based on decision tree –Autocratic (2 types) –Consultative (2 types) –Group decision (1 type)

Normative Decision Theory (cont.) Follow decision tree, questions related to quality of decision needed and acceptance of decision Evaluation of theory?

Self-Leadership Idea that there are substitutes for leadership, may not need leader position anymore –What 3 things could substitute? How well do these variables predict important outcomes?

Hogan & Kaiser (2005) article ‘Bright side’ and ‘Dark side’ of personality: –Bright: initial impressions, best social performance (interview) –Dark: let guard down (who actually comes to work) Difficulty with identifying these tendencies? –‘Troubador’ and ‘Academic” research on leadership: Troubador – Academic –

(cont.) Leader Effectiveness: –They define leadership as the ability to build/maintain a group that performs well relative to competition. –How would they prefer to evaluate leaders? –Any focus on leader emergence? Leader competencies can be explained by their model (Table 1 in article)

H & K’s Model 4 competencies: –1) –2) –3) –4) Developmental model (in above order); hierarchy of increasing trainability Does leadership matter? –Affects culture of top mgmt team  business outcomes –Best predictor of employee satisfaction?

(cont.) Managerial incompetence: –Poor interpersonal skills –Unable to get work done –Unable to build a team –Unable to transition after promotion Using DSM-IV to examine failures – 3 points –1) –2) –3)