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Ch 9: Leadership Theory

About This Chapter

Watch these video lessons and take self-assessment quizzes to learn about elements of leadership theory. These video lessons are short and engaging and make learning easy!

Leadership Theory - Chapter Summary and Learning Objectives

If you've ever been in charge of people, you know how hard it can be to act as an effective leader. By watching these lessons on leadership theory, you should get a more informed idea about what it takes to lead others. The lessons cover different schools of thought relating to leadership, including some that you may have heard of before.

One of the theories you'll encounter is Fiedler's Contingency Theory. Fiedler identified three elements that can dictate something called 'situational control.' These elements include task structure, leader/member relations, and positioning power. Through these elements, you'll learn about how a leader's situational control can impact his or her authority.

Another theory you'll be introduced to is Hersey-Blanchard's model of situational leadership. This model incorporates four styles of leadership, which include telling, selling, participating, and delegating. You'll also learn about two behavioral categories called 'task behavior' and 'relationship behavior.' In addition to the Hersey-Blanchard model, you'll also learn about leadership styles associated with the path-goal theory.

Finally, you'll learn about how Machiavellism in organizations is related to leadership. You may have heard of Machiavelli and his influential political treatise, The Prince - you might even have heard someone described as acting in a 'Machiavellian' manner. In this unit's lesson on Machiavellism, you will learn about how it is used to justify means via ends in a business context.

7 Lessons in Chapter 9: Leadership Theory
Fiedler's Contingency Theory & a Leader's Situational Control

1. Fiedler's Contingency Theory & a Leader's Situational Control

Fiedler's contingency theory states that there are three elements that dictate a leader's situational control. The three elements are task structure, leader/member relations, and positioning power.

Hersey-Blanchard's Model of Situational Leadership

2. Hersey-Blanchard's Model of Situational Leadership

Hersey-Blanchard's Model of Situational Leadership assumes that follower maturity is a major indicator of an employee's readiness to perform work. There are four leadership styles associated with the model: delegating, participating, selling and telling.

The Path-Goal Theory and Leadership Styles

3. The Path-Goal Theory and Leadership Styles

Path-Goal is a type of leadership theory that focuses on establishing a clear path to goal achievement. Leadership styles that are associated with this theory include: achievement-oriented, directive, participative and supportive leadership.

Machiavellianism in Organizations: Justifying the Means by the Ends

4. Machiavellianism in Organizations: Justifying the Means by the Ends

Manipulation can be a powerful tool that is frequently put into practice by people who have a Machiavellian personality. This lesson describes characteristics of Machiavellianism in both high and low Machs.

Leader-Member Exchange Theory and Organizational Behavior

5. Leader-Member Exchange Theory and Organizational Behavior

As we work with our managers and leaders, we begin to develop a level of trust between us. The employee trusts the leader will be good and fair, and the leader also develops trust in the employee's ability to do his job.

Trait Theories vs. Behavioral Theories of Leadership

6. Trait Theories vs. Behavioral Theories of Leadership

There are many different theories on leadership. In this lesson, we will explore the trait and behavioral theories and explain how they apply to leadership.

The Attribution Theory of Leadership

7. The Attribution Theory of Leadership

Many times we make assumptions about individuals by what we observe. How they think, act or talk enables us to make a decision in our own minds as to why they are acting that way. That is the basis of the attribution theory of leadership.

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