Personal Reflection Paper

Lecture 1: Trait Theory

Lecture 2: Behavior Theory

Module 2: Leadership Theory

Lecture 1: Trait Theory

Lecture 2: Behavior Theory

Module 2: Leadership Theory

• Discuss the meaning of the “Hawthorne Effect”

• Describe the two major behavioral themes

• Distinguish between people-oriented and task-oriented leadership and when to use each

• Explain how individualized leadership influences leader- follower relationships

Lecture 2: Behavior Theory Objectives

Hawthorne Experiments

Hawthorne Effect

• People behave differently when they  know they are being observed

• People like to be noticed

Behavior Theory

Trait Theory: Leaders have personal characteristics that non-leaders do not have

Behavior Theory

Trait Theory: Leaders have personal characteristics that non-leaders do not have

Behavior Theory: Leaders behave in certain ways that non-leaders do not

Behavior Theory

Trait Theory: Leaders have personal characteristics that non-leaders do not have

Behavior Theory: Leaders behave in certain ways that non-leaders do not

– Task Oriented  (Results, Productivity) – People Oriented  (Relationships, People)

Behavior Approaches

• Centralizes authority and derives power from position,  control of rewards, and coercion

Autocratic

• Delegates authority, encourages participation, relies on  subordinates’ for completion of tasks, and depends on  subordinate respect for influence • Effective if subordinates possess decision‐making skills • Effective when the skill difference between the leader  and subordinates is high

Democratic

Behavior Approaches

University of Michigan Studies

• Employee‐centered: Leadership behavior that  displays a focus on the human needs of subordinates 

• Job‐centered:  Leadership behavior in which leaders  direct activities toward efficiency, cost cutting, and  scheduling

Ohio State Studies

• Developed and administered the Leader Behavior  Description Questionnaire (LBDQ)to employees ‐ Resulted in:

• Consideration: Extent to which a leader is sensitive  to subordinates, respects their ideas and feelings,  and establishes mutual trust

• Initiating structure: Extent to which a leader is task  oriented and directs subordinates’ work activities  toward goal achievement

Leader Behavior Research Themes

Blake & Mouton’s Leadership Grid

Self‐Assessment “What’s Your Leadership Orientation?”

Complete:

Leader’s Self‐Insight 2.2

Individualized Leadership

• The idea that a leader develops a  unique relationship with each group  member, determining:

• Leader's behavior toward the member • Member's response to the leader

Stages of Development ‐ Individualized Leadership

Vertical Dyad Linkage (VDL) Model

Argues for the importance of the dyad formed  by a leader with each member of the group

• In‐group relationship ‐ Seen among members  with whom leaders spend a disproportionate  amount of time 

• Out‐group relationship ‐ Seen among members  of the group who did not experience a sense of  trust and extra consideration

An

Leader Behavior Toward In‐Group  versus Out‐Group Members

Leader‐Member Exchange (LMX)

• Explores how leader‐member relationships  develop over time and how the quality of  exchange relationships affects outcomes

• Higher‐quality relationship will lead to higher  performance

‐ Leading to greater job satisfaction for  in‐group members

Partnership Building

• Leaders strive to develop a positive relationship  with each subordinate – Positive relationship will have a different form for each  person

– Performance and productivity gains can be achieved if  the leader develops positive relationships with each  subordinate

Self‐Assessment Your “LMX” Relationship

Complete:

Leader’s Self‐Insight 2.3

Online Check for Module 2