Organizational Behaviour at TU München

Flashcards and summaries for Organizational Behaviour at the TU München

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Study with flashcards and summaries for the course Organizational Behaviour at the TU München

Exemplary flashcards for Organizational Behaviour at the TU München on StudySmarter:

Three Contingency Dimensions 

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Contrast Contingency Theory Findings 

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Transactional Leader Characteristics 

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Transformational Leader Characteristics

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Definition of Leadership

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Trait Theory of Leadership

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Contrast Contingency Theories of Leadership [General]

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Situational Leadership Theory (SLT) 

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Four Behaviors within Situations Leadership Theory  

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Path-goal Theory by Robert House 

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Leader-Participation Model by Vroom & Yetton

Exemplary flashcards for Organizational Behaviour at the TU München on StudySmarter:

List of Contrast Contingency Theories

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Exemplary flashcards for Organizational Behaviour at the TU München on StudySmarter:

Organizational Behaviour

Three Contingency Dimensions 

Leader-Member Relations

  • degree of confidence, trust and respect members have in their leader 

Task Structure

  • degree to which the job assignments are procedural 

Position Power

  • degree of influence leader has over power variables such as hiring, firing, promotions and salary 

Organizational Behaviour

Contrast Contingency Theory Findings 

the higher the three variables (leader-member, task-structure and position power) the more control the leader has 

  • task-oriented leaders perform better in very favorable or unfavorable situations 
  • relationship-oriented leaders perform better in moderately favorable situations 

Organizational Behaviour

Transactional Leader Characteristics 

Contingent reward

  • exchange rewards for effort

Management by Exception (active): 

  • searches for deviations and takes corrective action 

Management by Exception (passive):

  •  intervenes only if standards are not met 

Laissez-Faire: 

  • abdicates responsibility, avoids making decisions 

Organizational Behaviour

Transformational Leader Characteristics

Idealized Influence:

  • provides vision and sense of mission, gains respect&trust 

Inspirational Motivation: 

  • communicates high expectations simple, uses symbols

Intellectual Stimulation:

  • promotes intelligence, rationality and careful problem solving

Individualized Consideration

  • gives personal attention, treats each follower individually, coaches and advises 

Organizational Behaviour

Definition of Leadership

ability to influence a group toward the achievement of a vision or set of goals

Organizational Behaviour

Trait Theory of Leadership

Personality based which are associated with leadership

  • High Extroversion 
  • Positive Conscientiousness 
  • Positive Emotional Stability 
  • Emotional Intelligence: especially empathy 

Can predict emergence and appearance of leaders (not more)

Organizational Behaviour

Contrast Contingency Theories of Leadership [General]

  • leader’s effectiveness is contingent upon with how his or her leadership style matches to the situation
  • leadership style is fix, therefore only leader can be changed or the situation to improve leader effectiveness 
  • match the leadership style with the situation 


Organizational Behaviour

Situational Leadership Theory (SLT) 

part of contingency theory which focuses on the followers 

  • successful leadership is achieved by selecting the right leadership style which is contingent on the level of the followers’s readiness 
  • readiness: “extent to which people have the ability and willingness to accomplish a specific task”

Organizational Behaviour

Four Behaviors within Situations Leadership Theory  

unable and unwilling 

  • give clear and specific directions 

unable but willing 

  • display high task orientation 

able but unwilling 

  • supportive and participate style 

able and willing 

  • doesn’t need to do much 

Organizational Behaviour

Path-goal Theory by Robert House 

  • “path-goal” is derived from the belief that effective leaders clarify the path to help their followers achieve their work goals
  • whether a leader should be directive or supportive or should demonstrate some other behavior depends on complex analysis of the situation
  • Directive leadership yields greater satisfaction when tasks are ambiguous or stressful 

Organizational Behaviour

Leader-Participation Model by Vroom & Yetton

the way a leader makes a decision is more important as what he/she decides 

Organizational Behaviour

List of Contrast Contingency Theories

Contingency Model (Fiedler): individuals leadership style

Situational Leadership Model: Focus on the followers 

Path-Goal Theory (Robert House): leader clarifies the path 

Leader-Participation Model (Vroom & Yetton): way the leader makes an decision

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