Agency Theory

·Leaders will behave in ways that benefit self

·Leaders need restraints applied to them from outside

·Incentives should be used to control leaders

Allportian Event-Structure Theory

• Organizations are composed not of people but of common behavior segments
• Social structure as a cycle of events which return in circular fashion to reinstate the cycle.
• Events are the observable nodal points in such cycles
• Allport believes that a continuing series of events must completea cycle before we have social structure.

Attribution Theory

• External – someone else caused my behavior
• A low grade occurs because of ‘lousy professors’
• Internal – I caused my behavior
• A high grade occurs because of ‘my brilliance’

Autopoiesis

Systems that

• maintain their defining organization throughout a history of environmental perturbation and structural change
• regenerate their components in the course of their operation.

Autonomous systems maintain their organization, but do not necessarily regenerate their own components.

Chaos Theory

·         Chaos is more long-term than short-term

·         Behavior in chaotic systems is aperiodic,

·         May evolve in a way that appears to be smooth and ordered

·         Chaos refers to the issue of whether or not it is possible to make accurate long-term predictions of any system if the initial conditions are known to an accurate degree.

Charismatic Leadership

·         Sense opportunity and formulate a vision

o   Sense their constituents’ needs

o   See the deficiencies of the existing situation and untapped opportunities

o   The combination of these leads to an idealized vision of the future

·         Articulating the Vision

o   Capacity to convey the essence and viability of that to a broad group of people

·         Building Trust in the Vision

o   Subordinates must desire and support the goals of the leader and this is likely to be accomplished by more than coercion;

·         Achieving the Vision

o   These leaders use personal example and role modeling, reliance on unconventional tactics and their use of empowerment practices

Complexity Theory

·         The study of complex systems is about understanding indirect effects.

o   how interactions give rise to patterns of behavior   

o   understanding the ways of describing complex systems

o   the process of formation of complex systems through pattern formation and evolution.

·         The field of complex systems cuts across all traditional disciplines of science, as well as engineering, management, and medicine.

·         It focuses on certain questions about parts, wholes and relationships.

·         These questions are relevant to all traditional fields.

Multiple Linkage Model

Dyadic

Yukl (1981)

Four types of variables:

• managerial behaviors
• intervening
• criterion
• situational variables

Six intervening variables:

• subordinate effort
• role clarity and task skills
• organization of work
• cohesiveness and cooperation
• resources and support services
• external coordination

Model illustrates interactions between leader behavior and situational variables on the intervening variables which determine group work performance (p. 240).

Yukl, G. (2010). Leadership in organizations (7th ed.). Upper Saddle River, NJ: Prentice Hall.

 Fiedler’s Contingency - Theory Dyadic - Fiedler (1964)

·       Fred Fiedler’s original contingency model formulation

• Required leadership style is contingent upon certain conditions
• Assumes that leaders can make only very limited style changes
• Substantial change in conditions requires a change of leader

Fiedler, F. E. (1964). A contingency model of leadership effectiveness. In L. Berkowitz (Ed.), Advances in experimental social psychology (pp. 149-190). New York, NY: Academic Press.

Contingency Theories: Dyadic

• Cognitive Resources Theory
• Fiedler’s Contingency Theory
• Leadership Substitutes Theory
• Least Preferred Co-Worker
• Multiple Linkage Model
• Normative Decision Model
• Path-Goal Theory
• Reformulated Path-Goal Theory
• Situational Leadership
• Situational Leadership II
• Strategic Contingency Theory

Stages of Group Development

Group

Tuckman (1965)

• Stage 1 Forming: Members uncertain re: group goals, their roles, & who is in charge; low trust
• Stage 2 Storming: Power structure conflict and how work is performed. Testing one another
• Stage 3 Norming: Power & authority questions resolved without conflict. Group cohesiveness
• Stage 4 Performing: Task-focused, open communication & cooperation, mutually supporting
• Stage 5 Adjourning: Work completed, lessons learned, group disbanded. On to the next project

Tuckman (1965) described the first four stages groups go through in their development. Tuckman and Jensen (1977) added the fifth stage of adjourning.

Leadership cards-Rohm.pptx (slide 55).