Were the following theories relevant to its time.
Trait Theories
Behavioral Theories
Contingency Theories
Influential/Relational Theories
As interest in the psychology of leadership has increased over
the last 100 years, a number of different leadership theories have
been introduced to explain exactly how and why certain people
become great leaders.
Trait Theory
Through many researches conducted in the last three decades of the
20th century, a set of core traits of successful leaders have been
identified. These traits are not responsible solely to identify
whether a person will be a successful leader or not, but they are
essentially seen as preconditions that endow people with leadership
potential.
The traits approach gives rise to questions: whether leaders are
born or made; and whether leadership is an art or science. However,
these are not mutually exclusive alternatives. Leadership may be
something of an art; it still requires the application of special
skills and techniques. Even if there are certain inborn qualities
that make one a good leader, these natural talents need
encouragement and development. A person is not born with
self-confidence. Self-confidence is developed, honesty and
integrity are a matter of personal choice, motivation to lead comes
from within the individual, and the knowledge of business can be
acquired. While cognitive ability has its origin partly in genes,
it still needs to be developed. None of these ingredients are
acquired overnight.
Behavioral Theories of Leadership
The behavioral theories of leadership take a slightly different
approach than the trait theories. The most important assumption
underlying the behavioral theory is that the leaders can be made.
It tries to show that not all are not born leaders but there are
particular behaviors that can be learnt to become leaders. So, this
would mean that people can be trained to become leaders. In this
regard, the behavioral theories also sound common sense because if
it was not true, there would not have been leadership programs
churning out leaders. So, people can get leadership training to
start leading others. This is how many have become leaders simply
by emulating the more successful leaders. There are specific skills
that may be learnt to lead. The behavioral theories have in this
way provided a better perspective on leadership by showing that
leadership is not meant only for specific people but that anybody
can be a leader given that he can properly demonstrate leadership
behavior. It shows leadership in a more positive light and helps us
take a more open minded approach towards leadership. However, the
emphasis of the behavioral theories is on behavior and
skills.
Contingency theories of Leadership
Contingency theories put forth the idea that the success of a
leader hinges on the specific situation at hand. Certain factors
come into play that define whether a particular leader or
leadership style will be effective for the given situation. Those
factors include the task, the personality of the leader and the
composition of the group that is meant to be led. Its basic
assumption is that leadership – success or failure – is
situational.
There are a number of different sub-theories that fall under the
general contingency umbrella. They include: Fiedler’s Contingency
Theory, the Situational Leadership Theory, the Path-Goal Theory and
the Decision-Making Theory. While all similar on the surface, they
each offer their own distinct views on leadership.
Relationship theories
Relationship theories, also known as transformational theories,
focus upon the connections formed between leaders and followers.
Transformational leaders motivate and inspire people by helping
group members see the importance and higher good of the task. These
leaders are focused on the performance of group members, but also
want each person to fulfill his or her potential. Leaders with this
style often have high ethical and moral standards.
Relational Leadership refers to a model or perspective on
leadership that focuses on the idea that leadershipeffectiveness
has to do with the ability of the leader to create positive
relationships within the organization.
Were the following theories relevant to its time. Trait Theories Behavioral Theories Contingency Theories Influential/Relational Theories
1. What is the difference between trait theories and behavioral theories of leadership? 2. Suggest the sources of power that would be available to the leader of a student government organization. What sources of power may not be available? 3. What is transformational leadership? Give examples of organizational situations that would call for transformational, transactional, and charismatic leadership. 4. Which is the optimal leadership style according to Mouton-Blake model of leadership grid?
Select and analyze one of the following theories: Trait Approach, The leadership Grid, Leader-Member Exchange, or Servant Leadership. In preparing your response to consider: Which leadership theory did you select and why? What are the key components of this leadership theory? What is the impact of this theory on the practice of leadership, followers, and organizational results?
What theories explain the Cambrian explosion? What were animals like before the Cambrian time period?
9) Corporate social responsibility (CSR) considers which of the following theories more relevant for sustainability reporting? A) Positive Accounting Theory and Legitimacy Theory B) Stakeholder Theory and Legitimacy Theory C) Stakeholder Theory and Positive Accounting Theory D) Social Contract Theory and Legitimacy Theory
2 pt Question 8 Several theories were presented as partial explanations (since none of the theories discussed could account for all placebo effects) of the placebo effect. Which of the following is not one of those theories? A Placebos are effective because they decrease anxiety. B. When people take placebos, their bodies release cortisol. O C. When people take placebos, their bodies release endorphins. O D. Placebos are effective because people have expectations that they will work. Question 11 2...
QUESTION 24 Which of the following theories argues that because of time pressures, leaders establish a special relationship with a small group of their subordinates? A) situational leadership theory B) leader-member exchange C) path-goal D) expectancy E) contingency 1 points QUESTION 25 Which of the following is not an example of a hindrance stressor? A) office politics B) red tape C) role conflict D) job confusion E) time urgency 1 points QUESTION 26 A plant manager who organizes...
An inherited trait that helps an organism survive and reproduce is calledA. an adaptionB. a speciesC. an evironmentD. a nicheA?2. Which best describes the way structural adaptions occur?A. quickly in a shor period of timeB. slowly over thousands of yearsC. in a couple of yearsD. in 100 yearsB?Which animal is the top predator in the grasslands of the savanna?A. elephantB. zebraC. rabbitD. lionD?Which is an adaption of an animal that is prey for other animals?A. Its eyes are on the...
The following are the sample data sets from your class project about waiting line theories: Arrival: 1, 3, 3, 3, 4 Service time: 33, 33, 52, 69, 58 The arrival data were number of cars arrived per every 5-minute interval, and the service data were the number of seconds spent on taking the corresponding order. What is the expected total number of customers (Cs) in the store for a given 5-minute interval? Give your answer to 2 significant places.
why its 4-to-1 mux behavioral? What does the logic circuit represented by the following Verilog module do, and what Verilog description style does it use? // My Verilog module #1 module mymodl ( x, d, q) input[1:0] x;input[3:0] d;output q; reg q; wire [1:0] x; wire [3:0] d; always ( x or d) begin case ( x ) 1 : q=d[1]; 2 : g=d[2]; 3 q d[3]; endcase end endmodule
Atlanta Company is preparing its manufacturing overhead budget for 2014. Relevant data consist of the following. Units to be produced (by quarters): 10,400, 12,900, 14,500, 16,100. Direct labor: time is 1.6 hours per unit. Variable overhead costs per direct labor hour: indirect materials $0.70; indirect labor $1.20; and maintenance $0.70 Fixed overhead costs per quarter: supervisory salaries $36,110; depreciation $17,010; and maintenance $14,100. Prepare the manufacturing overhead budget for the year, showing quarterly data.