MGMT 2100 Lecture Notes - Lecture 24: Job Satisfaction, Transactional Leadership, Job Performance
22 May 2018
School
Department
Course
Professor
I. Leadership and management defined
II. 4 broad types of leadership theory, history of
leadership theories
III. 7 (plus 1) traits common to leaders
IV. Two general leader behavioral styles from
WWII studies
V. Logic of situational theories; Fiedler model
(Text Only, Sec 14-3, pp. 296-299) & Hersey and
Blanchard model (lecture only)
a. General logic: no particular leader is best in
all situations
b. Leaders should adapt or be matched to the
situation
Fiedler model:
1. Says that leadership styles are
consistent and difficult to change
2. Leaders must be placed in or
matched to a situation that fits their
leadership styles
3. Least preffered coworker
a. If people have a high
score=relationship oriented
b. Low score=task
c. Middle=flexible
4. Situational favorableness
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a. Situational favorableness:
degree to which a particular
situation either permits or
denies a leader the chance to
influence the behavior of group
members
i. 3 factors: leader-member
relations: refers to ow well
followers respect, trust and
like their leaders
ii. Task structures: the degree
to which the requirements
of a subordinates tasks are
clearly specified
iii. Position power: degree to
which leaders are able to
fire, hire, reward, and
punish
5. Matching leadership styles to
situations
a. Relationship oriented leaders
are better leaders under
moderately favorable situaions.
b. Task oriented are good for
favorable and unfavorable
c. Hershet and Blanchard
i. Depends on maturity of follower group
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