My notes for Industrial Organizational Psychology. Based on Aamodt's Book 7th Ed.
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Reviewer in Industrial Psychology
2.
Chapter 7: Leadership in Organization
3.
Enumeration: A. B.
C. D. E. F. G. H. I.
J. K. L. M. N.
3 Approaches to the study of leadership 3 Theories of leadership 2 Types of leader according to Fielder 3 Factors on which control of the situation depends 4 styles of leader behavior proposed by House 3 Components in which most effective leader depends according to Vroom and Yetton 2 Levels of role of power 5 kinds of power in terms of their derivation 2 Dimensions in which leadership functions are described 4 Elements of consideration-structure 7 Tasks/activities which must be done by managers 6 Personality factors identified as being highly related to success as a manager 2 Remained unchanged out of the 6 personality factors 20 characteristics of a leader a. Thinking b. Feelings and interrelationship c. Outward behavior characteristics
O.
3 Types of skills of a leader
Identification:
1.
Also called as most immediate supervisors in the early years of 20th century.
The one who established Scientific Management.
According to him, “We must learn…that there are great groups of men, laborers, who are but little above the child who must be told what to do and shown how to do it…There are only a few leaders, most must be followers.” 4. Human relations approach to management began under the impact of what studies? 5. Proponent of Theory X and Theory Y. 6. Refers to a standard of behavior considered to be the correct one. 7. Leader is appointed or imposed by external sources. 8. Leader is elected by the members. 9. Leadership style in which the power, decision or authority is only in the leader. 10. Leadership style in which power or decision is in the people or majority. 11. Power of a leader to reward the subordinates. 12. Power of a leader to punish subordinates. 13. Formalization of the power structure by the rules of the organization. 14. Relates to the extent to which followers identify with their leader and the leader’s goal. 15. Extent to which leaders are perceived to be knowledgeable in an area. 16. According to him, “The most promising managers are those who want to lead and advance…” Answer Key:
B.
2. Path-goal theory by House 3. Normative decision theory by Vroom and Yetton C.
D.
3. Behavioral approach
1. Relations between leaders and the followers 2. Degree of task structure 3. Leader’s position power
1. Quality of the decision 2. Degree of its acceptance 3. Time needed to make the decision
G.
1. The power that leaders have over subordinates 2. How leaders are motivated by subordinates
1. Trait approach 2. Situational approach
1. Person-oriented leader 2. task-oriented leader
Enumeration: A.
1. Contingency theory by fielder
H.
1. Reward power
2. Coercive power
I.
J.
L.
1. Leadership motivation
8. Articulateness
3. Legitimate power
2. Ambition
9. Stamina
4. Referent power
3. Impulsivity
10. Adaptability
5. Expert power
4. Affability
11. Sense of humor
1. Consideration-structure
5. Self-esteem
2. Initiating-structure
6. Optimism
2. Perseverance
1. Self-esteem
3. Personal organization
2. Optimism
4. Integrity
1. Creating a feeling of approval
M.
2. Developing personal relations
c. 1. Vision
5. Social responsibility
3. Providing fair treatment 4. Equitable rule enforcement K.
1. Managers must determine realistic objectives 2. Managers must provide the necessary resources 3. Managers must take their expectations known 4. Managers must provide an adequate reward structure
N.
a. 1. Capacity to abstract 2. Intelligence
2. Human skill
3. Judgment
3. Technical skill
4. Tolerance for ambiguity b. 1. Authority 2. Activity 3. Achievement
5. Managers must delegate authority and invite participation 6. Managers must remove barriers to effective performance 7. Managers must periodically appraise their subordinates’ performance and inform them of results.
Foremen Frederick Taylor Goddard Hawthorne Studies Douglas Mgregor Normative Headship Leadership Authoritarian leadership Democratic leadership Reward power Coercive power Legitimate power Referent power Expert power
