Followers

1. Leaders Followers

2. Followers Leaders

3. Leaders Leaders Followers

4. Leaders Followers

5. Questions for LEADERSHIP Research Leaders Followers

6. Leaders Followers

7. Trait THEORY Leaders Followers

8. Leaders Fred Fiedler Followers

9. Semantic Differential Scale Leaders LPC Scale Least Preferred Coworkers @ 18 Items X :---:---:---:---:---:---:---:---:

10. Pleasant Friendly Unpleasant Unfriendly LPC Scale Least Preferred Coworkers Semantic Differentials X :---:---:---:---:---:---:---:---:

11. Accepting Helpful Rejecting Frustrating LPC Scale Least Preferred Coworkers Semantic Differentials :---:---:---:---:---:---:---:---:

12. Relaxed Enthusiastic Tense Unenthusiastic LPC Scale Least Preferred Coworkers Semantic Differentials :---:---:---:---:---:---:---:---:

13. Warm Distant Cold Close LPC Scale Least Preferred Coworkers Semantic Differentials :---:---:---:---:---:---:---:---:

14. Hostile Cooperative Supportive Uncooperative LPC Scale Least Preferred Coworkers Semantic Differentials :---:---:---:---:---:---:---:---:

15. Interesting Quarrelsome Boring Harmonious LPC Scale Least Preferred Coworkers Semantic Differentials :---:---:---:---:---:---:---:---:

16. Inefficient Self-Assured Efficient Hesitant LPC Scale Least Preferred Coworkers Semantic Differentials :---:---:---:---:---:---:---:---:

17. Cheerful Open Gloomy Guarded LPC Scale Least Preferred Coworkers Semantic Differentials :---:---:---:---:---:---:---:---:

18. LPC Scale Construct Validity Robert Rice (1978) Ashworth & Hazor (1986) Scale Content Shriesheim (1994) Equal Interval Scale Respondent classification value added interpretations middle scorers vs extreme scorers Referent Person Stereotyping Shriesheim (1979) Standard LPC Gavin & Rice (1982) Standard LPC misinterpretations current LPC discriminatory power Score Stability relative vs actual temporal stability negative halo on imaginary LPC

19. LPC Scale Management Style Implications High LPC Low LPC 1950s psychologically distant psychologically close negative or "rejecting" terms positive or "accepting" terms "If I can't work with you, Even least preferred coworkers you're just no damn good." have something good in them task is more important interpersonal relationships are than interpersonal relationships vital to task accomplishment Goal Priorities critical personality attribute 1967+ task oriented relationship oriented

20. Developing the Contingency Model Relationships Tasks Moderator ???

21. Developing the Contingency Model Relationships Social Influence Leader-Member Relations interpersonal relationships LMR paramount to favorable leadership conditions Leader-Member Relations (interpersonal ambience) measure of group dynamics sociability, cooperativeness, enthusiam, homogeneity group supportiveness

22. Developing the Contingency Model Tasks Task Structure Task Structure sense of knowing TS authority & influence framework Marvin Shaw (1963) dimensions of task structure Clear and specific goals, procedures, & evaluations Task Structure Scale degree to which task & method are clear and unambiguous

23. Developing the Contingency Model Leader attributes and the situation interact in determining the effectiveness of the group Terman (1904) Position & Power the means to reward and punish subordinates PP Moderator ???

24. Task Structure Leader-Member Relations TS LMR PP Developing the Contingency Model

25. Developing the Contingency Model Situational Favorableness Leader-Member Relations Good Poor Task Structure High Low High Low Position & Power Strong Weak Strong Weak Strong Weak Strong Weak

26. Asset Deployment for Success Talk the Talk Sustaining Walk the Walk to strategically Actions Motivation & Attentive to their followers meet demands that look Competence Observer need & expect of organization the part Expectations Chemer's view of an Intergrative Model The Contingency Model Relationship Development Task Structure Leader-Member Relations Resource Utilization TS TS LMR LMR PP PP