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- 1Trait TheoryThe first studies of leadership focused on fixed personal characteristics and innate qualities one possessed known as traits. Referred to as “The Great Man (or Woman) Theory,”
one’s leadership effectiveness was said to be influenced by their intelligence, selfconfidence, determination, integrity, and sociability. - 2Skills Theoryleaders who are emotionally intelligent and can successfully solve problems. Since 1990, Peter Salovey and John D. Mayer have been the leading researchers on emotional intelligence. In their influential article "Emotional Intelligence," they defined emotional intelligence as, "the subset of social intelligence that involves the ability to monitor one's own and others' feelings and emotions
- 3Contingency TheoryAnother popular situational approach to understanding leadership is Contingency Theory. This theory matches specific leaders to particular situations in order to achieve the most success. Unlike Situational Leadership, Contingency Theory suggests that leaders cannot change their behaviors. Therefore, leaders are moved or “swapped” into and out of various situations based on three critical situational factors.
- 4Leader-Member Relations.The degree to which the leaders is trusted and liked by members of the group and their willingness to follow the leader.
- 5Leader’s Position Power.The authority the leader has to reward or punish based on his or her organizational position. The power of the leader is based on the position held within the organizational position and authority
- 6The Task Structure.This refers to how well a group’s task(s) have been described. Highly structured means the tasks are clearly understood and easy to understand. Unstructured means the tasks are difficult to understand and are complex or difficult to execute.
- 7Intrinsic motivationoccurs when one experiences the positive feelings a task, activity, and the effort of doing their best generates within him or her. The rewards one receives are internal and personal like self-fulfillment (achievement), personal gratification (enjoyment) and happiness.
- 8Extrinsic motivationdrives people to do things in order to attain a specific outcome (external). These people are fueled by their desire to achieve (or avoid) some external result or reward for his or her behavior.
- 9Reinforcement rewardsspecific behavior and increases the likelihood the behavior will continue. There are two types of reinforcement
- 10Positive Reinforcementinvolves favorable actions, results, or outcomes that a leader presents to a follower after the follower demonstrates a desired behavior. In other words, adding something the follower thinks is good in order to ‘reinforce’ a desired behavior.
- 11Negative Reinforcementincludes the removal of unpleasant, unfavorable actions or events the follower is currently experiencing that occurs after they have displayed a desirable behavior, or taking something away that the follower thinks is ‘bad’ in order to ‘reinforce’ a behavior
- 12Positive punishmentoccurs when the leader applies or presents an unfavorable action or result to a follower who has demonstrated an undesirable behavior…adding something to stop a behavior from occurring.
- 13Negative punishmentoccurs when a leader removes something valued by the follower after they have demonstrated an undesirable or unacceptable behavior...taking something away to stop a behavior from occurring
- 14need for achievementdesire where one accomplishes something difficult or masters particular objects, ideas, or tasks independently or with little help. The Army considered this need with their slogan “Be All You Can Be.”
- 15need for affiliationprefer to spend more time maintaining social relationships and wanting to be accepted and cared for. Being part of a prominent or successful organization is another example of the need for affiliation. This need is the focal point for various organizations like the Marine Corps’ “The Few, The Proud.”
- 16need for powerreflects an individual’s desire to influence, coach, teach, or encourage others to achieve. People with this need prefer to work and consider discipline and self-respect as priorities.5F6 People who are motivated by power prefer positions where they can influence outcomes. For instance, corporate leaders pursue upper-echelon positions within their organizations to control the direction in which their business is going.
- 17Membership LevelIndividuals at the membership level only give the required time to the organization. Since they depend on the organization for an income, they merely meet the set standards and nothing more.
- 18Performance LevelIndividuals at this level understand and appreciate the rewards and benefits of doing more than those at the membership level. Here, their basic needs are still being satisfied; however, they tend to be more involved in the work center and contribute as long as leadership recognizes their contributions.
- 19Involvement LevelIndividuals at this level are performing are personally satisfied with their work and feel their personal needs and desires are being met. Their motivation comes from within which enables them to produce high-quality products and services.
- 20System Level RewardsWe receive system level rewards just for being a member of the organization. System level rewards are things the organization provides such as pay, training, annual leave, medical and dental benefits, etc
- 21Supervisory RewardsGiven to those who go beyond the standard, they include such things as praise, public recognition, time-off, bonus pay, promotions, special assignments, greater roles and responsibilities,
- 22Personal RewardsThese rewards come from within us. When we fully enjoy our work, we strive to exceed every standard and reward ourselves for a job well done.
- 23LeaderA leader is someone who influences others to achieve a goal. They are typical men and women who, though not perfect, strive to display ethical behavior, virtues, and character strengths in their actions as they battle their own vices and idiosyncrasies.
- 24FollowerA follower is someone who chooses to follow a leader because of the leader’s character, abilities, and vision. Like leaders, followers are not perfect and are usually not selected by the leaders, but are inherited based on the situation
- 25SituationAccording to FRLD principles, a situation describes the relative circumstances, position, or context that surrounds the leaders and followers.
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- Fichas sobre Sin título, creado por Jake Swisher el 22/07/2015.
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