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Summary Organizational Psychology Chapter 12
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Summary Organizational Psychology - Chapter 12 (IBP)
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Social and Organisational Psychology (IBP)
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Organizational Psychology Chapter 13
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Organizational Psychology – Chapterr 2 – eeraeerrs ane eeraeerrshipIntroeuction to eeraeerrship
Perrsonal characterristics erst eerscri ing leraeerrship
2. eeraeerrship involvers exerting inflennce overr ther merm errs of a group or organization
. eeraeerrship involvers helping a grolp or organization anchieve its goals
Leadership – ther erxerrciser of infuerncer y oner merm err of a group or organization overr otherr
merm errs to herlp ther group or organization achierver its goals
Leader – an ineivieual a ler to infuerncer a group or organizational merm errs to herlp ther group
or organization achierver its goals
Leader efenctiveness – erxternt to which a leraeerr actually eoers herlp a group or
organization to achierver its goals
Formal leader – a merm err of an organization who is givern authority y ther organization to
infuerncer otherr organizational merm errs to achierver organizational goals
Makers user of ther organization´s rersourcers: monery, capital, a ilitiers ane skills of
ermployerers
Informal leader – an organizational merm err with no formal authority to infuerncer otherrs
who nerverrtherlerss is a ler to erxerrt consieerra ler infuerncer ercauser of spercial skills or talernts
eeraeerrs infuerncer ane control ther actions ane erlierfs of ermployerers who eirerctly rerport to
therm
Early Approachers to eeraeerrship
Ther eeraeerr Trait Approach
2930s: Serarch for leraeerrship traits ergan
Ther following traits haver ther strongerst rerlationship to erferctiver leraeerrship:
Intelligennce – herlps a leraeerr to solver complerx pro lerms
Task-rerlervant knowlereger – ernsurers that a leraeerr knows what has to er eoner, how it
shoule er eoner, ane what rersourcers arer rerquirere for a group or organization to
achierver its goals
Dominannce – an ineivieual´s nerere to erxerrt infuerncer ane control overr otherrs, herlps a
leraeerr channerl followerrs´ erforts ane a ilitiers toware achierving group ane
organizational goals
Self-nconfdennce – herlps a leraeerr infuerncer followerrs ane motivater followerrs to
perrserverrer in ther facer of o staclers ane eifcultiers
Energy/anctivity levels – a high ernerrgy lerverl herlps a leraeerr eeral with ther many
eermanes or activitiers erncounterrere eay to eay
Tolerannce for stress – promoters a leraeerr´s a ility to eeral with ther uncerrtainty or
am iguity inherrernt in any complerx eercision-making situation
, Integrity & honesty – an ineicator that a leraeerr will erhaver erthically at all timers ane is
worthy of followerrs´ trust ane confeerncer
Emotional matlrity – a sign that a leraeerr is not overrly serlf-cernterrere, can control
his/herr fererlings, ane can accerpt criticism
for somer traits, it´s unclerar what comers frst: being in a leadership position or possessing
the trait in qlestion
Ther eeraeerr Berhavior Approach
focusers on ther spencifnc behaviors perrformere y erferctiver leraeerrs
sererks to ieerntify which leraeerr erhaviors herlp ermployerers, groups, ane organizations
achierver therir goals
Ohio Stater rerserarcherrs:
o eerverlopere a list of overr 2,800 spercifc erhaviors leraeerrs might erngager in
o eerverlopere scalers to merasurer therser erhaviors ane aeministerrere ther scalers to
thousanes of ermployerers
o analyzere rersponsers most leraeerr erhaviors involvere eritherr nconsideration or
indincating strlnctlre
Consideraton – erhavior ineicating that a leraeerr trusts, rerspercts, ane valuers gooe
rerlationships with his/herr followerrs
leraeerr carers a out werll- ering ane what ermployerers think ane fererl
Initatng strctutcre – erhaviors that a leraeerr erngagers in to maker surer that work gerts eoner
ane su oreinaters perrform therir jo s accerpta ly
consieerration & initiating structurer arer complermerntary ut ineerperneernt leraeerr erhaviors
complermerntary: ercauser thery erngager in oth typers of erhaviors
ineerperneernt: ercauser knowing ther erxternt to which a leraeerr erngagers in consieerration
says nothing a out ther erxternt to which her/sher erngagers in initiating structurer
Ther Berhavior Approach: eeraeerr Rerware ane Punishing Berhavior
Leader reward behavior – a leraeerr´s positiver rerinforcermernt of su oreinaters eersira ler
erhavior
herlps to ernsurer that ermployerers perrform at high lerverls
Leader punishing behavior – a leraeerr´s nergativer rersponser to su oreinaters´ uneersirere
erhavior
Merasuring eeraeerr Berhavior
ther Leadership Behavior Desncription lestionnaire: asks a leraeerr´s su oreinaters to
ineicater ther erxternt to which therir leraeerr or superrvisor erngagers in a num err of
eiferrernt consieerration ane initiating-structurer erhaviors
ther Leadership Opinion lestionnaire: asks leraeerr to ineicater which of a varierty of
consieerration ane initiating-structurer erhaviors thery think rersult in gooe leraeerrship
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