TEN LEADERSHIP THEORIES IN FIVE MINUTES is the difference between trait theories and behavioral theories of leadership? 인간행동은 후천적 학습이 가능 리더의 행동은 모방이 가능 리더십 개발

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  • 2 TEN LEADERSHIP THEORIES IN FIVE MINUTES HTTPS://WWW.YOUTUBE.COM/WATCH?V=XB-YHBBTFXE

  • CEO

    https://www.youtube.com/watch?v=s-kvF2h23hQ

  • Traits: the distinguishing personal characteristics of a leader, such as intelligence, honesty, self-confidence, and appearance

    Great Man Approach: a leadership perspective that sought to identify the inherited traits leaders possessed that distinguished them from people who were not leaders

    Do you think some people are born with traits that make them natural leaders

  • - 1948 Stogdill : , , , , ,

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  • Autocratic: a leader who tends to centralize authority and derive power from position, control of rewards, and coercion

    Democratic: a leader who delegates authority to others, encourages participation, relies on subordinates knowledge for completion of tasks, and depends on subordinate respect for influence

    What is the difference between trait theories and behavioral theories of leadership?

    Kurt Lewin at the University of Iowa showed that the groups with autocratic leaders performed well when the leader supervised them.

    Groups assigned to democratic leaders performed well when the leader was absent

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    According to Tannenbaum and Schmidt, leadership behavior exists on a continuum with different amounts of employee participation.

  • Consideration: the extent to which a leader is sensitive to subordinates, respects their ideas and feelings, and establishes mutual trust

    Initiating Structure: the extent to which a leader is task oriented and directs subordinates work activities toward goal achievement

  • Employee-centered: a leadership behavior that displays a focus on the human needs of subordinates

    Job-centered: leadership behavior in which leaders direct activities toward efficiency, cost cutting, and scheduling, with an emphasis on goals and work facilitation

    Goal emphasis, work facilitation, support, and interaction facilitation can be performed by a subordinate's peers, not just the leader

  • People-oriented and task-oriented behaviors. The findings raised four questions: , whether these two dimensions are the most important behaviors of leadership?

    Leadership research identifies task-oriented behavior and people-oriented behavior as the primary categories of effective leadership.

    , whether people orientation and task orientation exist together in the same leader, and how The Grid theory argues that both are present when people work with or through others to accomplish an activity. - The belief is that the best leaders are high on both behaviors. , whether a "high- high" leadership style is universal or situational

    people-oriented behavior leads to higher employee satisfaction task-oriented behavior leads to higher productivity.

    , whether people can actually change themselves into leaders high on people and/or task-orientation. - Anyone can imitate the behaviors of effective leaders.

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    Leadership is a series of dyads, two-person interactions. Dyadic theory examines why leaders have more influence on some followers than on others. The focuses is on the exchange: (1)leaders meet followers needs and offer support (2) followers provide commitment and high performance. (3) some dyads may be rich with a high level of giving and receiving (4) some may be poor with little giving and receiving

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    VDL ALS

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    VDL ALS

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  • 2. - (Leader-Member Exchange : LMX)

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  • 3. Partnership Building Could leaders develop positive relationships with individuals and provide all employees access to high-quality leader-member exchanges? When leaders offered a high-quality relationship to all group members, the followers who responded improved their performance. Performance and productivity increase when the leader develops positive relationships with each subordinate.

  • 4. Systems and Networks - , , Leader dyads can be expanded to larger systems.

    A systems-level perspective examines how dyadic relationships embrace a larger system.

    Leader relationships include:

    Peers, teammates, other stakeholders in the work unit. Leaders build networks on one-to-one relationships and use traits and behaviors to create many positive relationships. The leader can influence a larger number of people who will contribute to the success of the work unit.

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    2 Ten Leadership Theories in Five Minutes https://www.youtube.com/watch?v=xB-YhBbtfXE 6 - 13 () 161. : 2. - (Leader-Member Exchange : LMX) 19 20 21