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Vroom’s Leader Decision Styles 12-* Figure 12.3 Fiedler’s Contingency Model Fiedler’s contingency model of leadership effectiveness A situational approach to leadership postulating that effectiveness depends on the personal style of the leader and the degree to which the situation gives the leader power, control, and influence over the situation. 12-* Fiedler’s Analysis of Situations 12-* Figure 12.4 Fiedler’s Contingency Model Task-motivated leadership Leadership that places primary emphasis on completing a task. Relationship-motivated leadership Leadership that places primary emphasis on maintaining good interpersonal relationships. 12-* Hersey and Blanchard’s Situational Theory Hersey and Blanchard’s situational theory A life-cycle theory of leadership postulating that a manager should consider an employee’s psychological and job maturity before deciding whether task performance or maintenance behaviors are more important. 12-* Hersey and Blanchard’s Situational Theory Job maturity The level of the employee’s skills and technical knowledge relative to the task being performed. Psychological maturity An employee’s self-confidence and self-respect. 12-* Path-Goal Theory Path-goal theory A theory that concerns how leaders influence subordinates’ perceptions of their work goals and the paths they follow toward attainment of those goals. 12-* Leadership Chapter 12 Copyright ? 2019 by the McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin Learning Objectives LO 1 Discuss what it means to be a leader LO 2 Summarize what people want and what organizations need from their leaders LO 3 Explain how a good vision helps you be a better leader LO 4 Identify sources of power in organizations LO 5 List personal traits and skills of effective leaders 12-* Learning Objectives (cont.) LO 6 Describe behaviors that will make you a better leader and identify when the situation calls for them LO 7 Distinguish between charismatic and transformational leaders LO 8 De
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