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Beschreibung
Karteikarten von Josefine Marie, aktualisiert more than 1 year ago
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Erstellt von Josefine Marie
vor etwa 4 Jahre
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| Frage | Antworten |
| Contingency Factors in Leadership Research | - Task characteristics - Follower characteristics - Characteristics of the leader - Characteristics of the environment |
| Assumptions of the Contingency Theory | - task-oriented vs relationship-oriented - there is no best-style of leadership, the leader's style should match the situation - effectiveness criteria: group performance, later: group satisfaction |
| 3 Factors that capture a situation's favorableness | - Member Relations (group atmosphere, confidence, loyality, attraction of followers to leader -> high deree of subordinate trust, liking, positive relationships) - Task Structure (if task is clear+spelled out -> rules are clearly stated, limited correct solutions) - Position Power (amount of authority a leader has to reward/punish -> strong power: hire+fire, raises in rank or pay) |
| Consequence of Mismatch between Leader and situation | 1. Experience of stress because of mismatch 2. Under stress, less-mature coping styles are chosen 3. Less-mature coping styles result in poor decision making |
| Least Preferred Coworker (LPC) | To figure out if a task or people oriented behaviour is appropriate. -Leader-Member-relation: good or poor? - Task structure: high or low? -Position power: strong or weak? -> Highly (un)favorable situations: task-oriented leaders -> Moderately favorable situations: relationship oriented leaders |
| Evaluation of Contingency THeory | Strengths: - relevant information regarding the type of leadership that is most likely to be effective in particular contexts - leaders should not expect to be effective in every situation Weakness: - not a full explanation to why leaders of particular styles are only successful in specific situations - leadership style is seen as personality trait - Critisism of LPC scale - Problem with practical use of the model (complex variables) |
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