EASTERN INTERNATIONAL UNIVERSITY BECAMEX BUSINESS SCHOOL Giraffe Group Subject: BUS 314 Lecturer: Mr. Hoang Name IRN Quách Đại Bảo 1732309004 Lê Thị Hồng Nhung 1832300323 Hà Diệp Linh 1832300441 Nguyễn Thị Thanh Tuyền 1832300502 Nguyễn Tuấn Nguyên 1832300520 Summarise the Leadership theories 1. Fiedler Model( Nhung) - Fiedler’s contingency theory used to maximise work group performance => leader must be matched to the suitable and right leadership situation. - Fiedler’s contingency theory assumptions: ● Leaders are effective when the team work they control perform well ● Leader can not to adjust their style => more effective when his/her style fit the situation ● The success of leader depends on the level on which leader can influence/inspire group members - Least Preferred Coworker (LPC): used to measure leadership style ● Positive LPC: relationship oriented leadership style ● Negative LPC: task oriented leadership style - 3 main contingency or situational dimensions: ● Leader member relations: the level of confidence, trust, and respect of members in front of their leader ● Task structure: the degree to which the job assignments are structured or not ● Position structure: the level of influence from a leader depending on the power variables such as hiring, firing, discipline, promotions, and salary increases. 2. Situational Leadership - Successful leadership necessitates the selection of the appropriate leadership style based on the followers' readiness, or the degree to which they are ready and capable of completing a certain task. - If in a team, if members are unable and unwilling to complete a task, the leader must provide clear and specific instructions. ● If they are unable but willing, the leader must demonstrate a high task orientation to compensate for their lack of ability, as well as a high relationship orientation to persuade them to accept the leader's wishes. ● If members are capable but hesitant, the leader must adopt a supporting and participatory approach; if they are both capable and willing, the leader does not need to do anything. - SLT has intuitive appeal. It recognizes the value of followers and is based on the idea that leaders can compensate for followers' limited competence and motivation. 3. Path-Goal The term path–goal implies effective leaders clarify followers’ paths to their work goals and make the journey easier by reducing roadblocks. The theory predicts the following: • Directive leadership yields greater employee satisfaction when tasks are ambiguous or stressful than when they are highly structured and well laid out. • Supportive leadership results in high employee performance and satisfaction when employees are performing structured tasks. • Directive leadership is likely to be perceived as redundant among employees with high ability or considerable experience. 4. Leader-Participation The leader–participation model relates leadership behavior to subordinate participation in decision making.24 Like path–goal theory, it says that leader behavior must adjust to reflect the task structure (such as routine, nonroutine, or in between), but it does not cover all leadership behaviors and is limited to recommending what types of decisions might be best made with subordinate participation. It lays the groundwork for the situations and leadership behaviors most likely to elicit acceptance from subordinates. 5. Charismatic - When observing specific behavior, extraordinary people with a high level of awareness and ability to observe. - Key Characteristics of a Charismatic Leader: ● Vision and articulation ● Personal risk ● Sensitivity to follower needs ● Unconventional behavior - It is possible to learn how to be a charismatic leader. In charismatic leadership, personality also plays an essential role. - More charismatic leaders indicate that they hold a great deal of power, which has negative consequences such as corruption. They take use of organizational resources for their own benefit. If charisma is a form of power, it may be utilized for both good and evil. 6. Transactional/Transformational - The transactional leadership: is the skill that the leaders use to guide and motivate their followers. They will use the established goals and do something that helps people know and understand about the role and the tasks requirements. - The transformational leadership: is the skill of inspiration and the leaders will play as a role model. They will help the followers to intellectually stimulate and develop. They will have a significant effect on their followers. - Characteristics of transactional leaders and transformational leaders: + According to full range of leadership model (7 management styles: Laissez-Faire, Management by Exception, Contingent Reward, Individualized Consideration, Intellectual Stimulation, Inspirational Motivation and Idealized Influence), the transactional leaders will have 3 of 7 styles ( Laissez-Faire, Management by Exception, Contingent Reward), it will be passive and ineffective side of the full range of leadership model. But it will be better to motivate their followers. + The transformational leaders will have 4 out of 7 styles (Individualized Consideration, Intellectual Stimulation, Inspirational Motivation and Idealized Influence), the 4 styles are in the active and effective side of the full range of leadership models. That would lead to excellent organizational results.