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Industrial and organizational psychology "focuses the lens of psychological science on a key aspect of human life, namely, their work lives. In general, the goals of I-O psychology are to better understand and optimize the effectiveness, health, and well-being of both individuals and organizations." It is an applied discipline within psychology and is an international profession. I-O psychology is also known as occupational psychology in the United Kingdom, organisational psychology in Australia and New Zealand, and work and organizational (WO) psychology throughout Europe and Brazil. Industrial, work, and organizational (IWO) psychology is the broader, more global term for the science and profession.
Leadership, both as a research area and as a practical skill, encompasses the ability of an individual, group, or organization to "lead", influence, or guide other individuals, teams, or entire organizations.
Victor Harold Vroom was a Canadian psychologist and business school professor at the Yale School of Management.
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The path–goal theory, also known as the path–goal theory of leader effectiveness or the path–goal model, is a leadership theory developed by Robert House, an Ohio State University graduate, in 1971 and revised in 1996. The theory states that a leader's behavior is contingent to the satisfaction, motivation and performance of his or her subordinates. The revised version also argues that the leader engages in behaviors that complement subordinate's abilities and compensate for deficiencies. According to Robert House and John Antonakis, the task-oriented elements of the path–goal model can be classified as a form of instrumental leadership.
Organizational theory refers to a series of interrelated concepts that involve the sociological study of the structures and operations of formal social organizations. Organizational theory also seeks to explain how interrelated units of organization either connect or do not connect with each other. Organizational theory also concerns understanding how groups of individuals behave, which may differ from the behavior of an individual. The behavior organizational theory often focuses on is goal-directed. Organizational theory covers both intra-organizational and inter-organizational fields of study.
Functional leadership theory is a theory for addressing specific leader behaviors expected to contribute to organizational or unit effectiveness. This theory argues that the leader's main job is to see that whatever is necessary to group needs is taken care of; thus, a leader can be said to have done their job well when contributing to group effectiveness and cohesion.
Organizational behavior or organisational behaviour is the: "study of human behavior in organizational settings, the interface between human behavior and the organization, and the organization itself". Organizational behavioral research can be categorized in at least three ways:
A contingency theory is an organizational theory that claims that there is no best way to organize a corporation, to lead a company, or to make decisions. Instead, the optimal course of action is contingent (dependent) upon the internal and external situation. Contingent leaders are flexible in choosing and adapting to succinct strategies to suit change in situation at a particular period in time in the running of the organization.
Transformational leadership is a theory of leadership where a leader works with teams or followers beyond their immediate self-interests to identify needed change, creating a vision to guide the change through influence, inspiration, and executing the change in tandem with committed members of a group; This change in self-interests elevates the follower's levels of maturity and ideals, as well as their concerns for the achievement. it is an integral part of the Full Range Leadership Model. Transformational leadership is when leader behaviors influence followers and inspire them to perform beyond their perceived capabilities. Transformational leadership inspires people to achieve unexpected or remarkable results. It gives workers autonomy over specific jobs, as well as the authority to make decisions once they have been trained. This induces a positive change in the followers attitudes and the organization as a whole. Transformational leaders typically perform four distinct behaviors, also known as the four Is. These behaviors are inspirational motivation, idealized influence, intellectual stimulation, and individualized consideration.
Maintenance actions, historically referred to as socio-emotive actions, are those leadership actions taken by one or more members of a group to enhance the social relationships among group members. They tend to increase the overall effectiveness of the group and create a more positive atmosphere of interaction within the group.
Cognitive resource theory (CRT) is a leadership theory of industrial and organisational psychology developed by Fred Fiedler and Joe Garcia in 1987 as a reconceptualisation of the Fiedler contingency model. The theory focuses on the influence of the leader's intelligence and experience on their reaction to stress.
Situational Leadership Theory, now named the Situational Leadership Model, is a model created by Dr. Paul Hersey and Dr. Ken Blanchard, developed while working on the widely known text book, Management of Organizational Behavior. The theory was first introduced in 1969 as "Life Cycle Theory of Leadership". During the mid-1970s, Life Cycle Theory of Leadership was renamed "Situational Leadership Theory."
The history of contingency theories of leadership goes back over more than 100 years, with foundational ideas rooted in the mechanical thought of Taylorism. Later, management science began to recognize the influence of sometimes irrational human perceptions on worker performance. This led to taxonomies of leadership behavior and to contingency theories to adapt leadership behavior to the situation.
Substitutes for leadership theory is a leadership theory first developed by Steven Kerr and John M. Jermier and published in Organizational Behavior and Human Performance in December 1978.
Trait leadership is defined as integrated patterns of personal characteristics that reflect a range of individual differences and foster consistent leader effectiveness across a variety of group and organizational situations.
The task-relationship model is defined by Donelson Forsyth as "a descriptive model of leadership which maintains that most leadership behaviors can be classified as performance maintenance or relationship maintenances". Task-oriented and relationship-oriented leadership are two models which are often compared, as they are known to produce varying outcomes under different circumstances. Task-oriented leadership is a behavioral approach in which the leader focuses on the tasks that need to be performed in order to meet certain goals, or to achieve a certain performance standard. Relationship-oriented leadership is a behavioral approach in which the leader focuses on the satisfaction, motivation and the general well-being of the team members.
Authentic leadership, while having no formal or unequivocal definition, is a growing field in academic research. The idea has also been embraced by leaders and leadership coaches, who view it as an alternative to leaders who emphasize profit and share price over people and ethics. There appears to be some consensus in the literature about the qualities an authentic leader must have. These include self-awareness, the ability to trust one's thoughts, feelings, motives and values, self reflection, responsiveness to feedback, and the ability to resolve conflict in honest and non-manipulative ways. An authentic leader is supposedly able to further the success of an organization within the confines of social and ethical values, even when that seems impossible. Authentic leadership is claimed to be a superior model due to the greater trust and motivation it invokes in subordinates. Much of the evidentiary basis for authentic leadership has been called into question and papers have been retracted.
David Allred Whetten is an American organizational theorist and Professor of Organizational Leadership and Strategy at the Marriott School of Management at the Brigham Young University. He is known for his work on organizational identity research methodology, and organizational effectiveness.
In psychology, control is a person's ability or perception of their ability to affect themselves, others, their conditions, their environment or some other circumstance. Control over oneself or others can extend to the regulation of emotions, thoughts, actions, impulses, memory, attention or experiences. There are several types of control, including:
References
- ↑ Witzel, Morgen (2005). Encyclopedia of History of American Management. Thoemmes Continuum. p. 157. ISBN 1843711311.
- ↑ "Fred Edward Fiedler". Archived from the original on 2011-07-27. Retrieved 2011-06-02.
- ↑ Trahair, R. C. S. (1994). From Aristotelian to Reaganomics: A Dictionary of Eponyms with Biographies in the Social Sciences. Greenwood Publishing Group. p. 206. ISBN 9780313279614.
- ↑ Miner, John B. (2005). Organizational Behavior: Essential theories of motivation and leadership. one. M.E. Sharpe. p. 233. ISBN 9780765615237.
- ↑ "Fred Edward Fiedler Ph.D." Legacy.com. Retrieved 9 July 2017.
