07_Leadership in Organizations Flashcards
Leader Characteristics:
“Consideration”
Warmth, concern, rapport
High consideration = person-oriented style
Leader Characteristics:
Initiating structure
Extent to which a leader defines, directs, and structures their role, and the roles of subordinates
High initiating structure = task-oriented
Leader Characteristics:
Gender differences
No difference in terms of initiating structure
Female leaders more likely to rely on participative decision-making style
Personality trait that is the strongest predictor of Effective Leadership
Extroversion
Effective Leaders:
Intelligence level compared to subordinates
Most successful when intelligence is only somewhat greater
Large discrepancy= difficulties w/ communication and trust
Contingency Theory Of Leadership (Fielder):
Overview
Favorableness
Effective leadership results from Interaction between leader’s style and favorableness of the situation
High LPC leader
Relationship-oriented
Maintains supportive and trusting relationships
Fiedler’s Contingency theory:
Situational Favorableness is defined as the amount of influence and power a leader has, and is determined by these 3 factors….
Nature of relationships with subordinates
Nature of task (highly structured = higher influence)
Leader’s position power (amount of influence)
Fiedler’s Contingency theory:
Curvilinear Correlation between style and favorableness
Low LPC = best in very unfavorable and very favorable situations
High LPC = best in moderately favorable situations
Cognitive Resource Theory:
Overview
Under low levels of stress, Intelligence is more predictive of performance than experience
(Extension of Fielder’s contingency theory)
Path-Goal Theory:
Main role of Effective Leader
Leader helps subordinates fulfill personal goals through achievement of organizational goals
Path-Goal Theory:
Two Primary Functions of the Leader
Clarifying Goals and paths that lead to achievement
Providing rewards to support and give attention to employee needs
Path-Goal Theory:
4 types of Leadership Approaches
Directive
Supportive
Participative
Achievement-oriented
Path-Goal Theory:
What determines the appropriate style of leadership approach?
Employee characteristics:
Ability level, Locus of control
Work environment:
Task structure, authority system
Situational Leadership:
Overview
Leadership styles depends on level of task-orientation and relationship-orientation
Effective style depends on subordinate’s job maturity
Situational Leadership:
4 leadership styles
Telling Leader
Selling Leader
Participating Leader
Delegating Leader
Situational Leadership:
Telling leader
High task-orientation
Low relationship style
Effective for Employees that are:
Low ability
Low willingness
Situational Leadership:
Selling Leader
High task-orientation
High relationship-orientation
Effective for Employees that are:
Low ability
High willingness
Situational Leadership:
Participating Leader
Low task-orientation
High relationship-orientation
Effective for Employees that are:
High ability
Low willingness
Situational Leadership:
Delegating Leader
Low task-orientation
Low relationship-orientation
Effective for Employees that are:
High ability
High Willingness
Vroom-Yetton-Jago
Normative Decision-Making Model:
5 basic decision strategies
Autocratic I
Autocratic II:
Seeks input
Makes final decision
Consultative I:
Leader explains problem to each employee
Decision may not reflect employee input
Consultative II:
Leader explains problem to employees as a group Decision may not reflect employee input
Group G:
Leader explains the problem to employees as a group Group makes final decision
Transformational Leaders:
Relationship with employees
Empower
Raise consciousness through appeals to morality
Inspires by providing vision and sense of mission
Transformational Leaders:
Framing
Defining organization’s goals activities in ways that make the more meaningful
Transactional leaders
Emphasize behaviors related to work-related activities
Rely on rewards and punishments
Appeal to self-interest of employees for motivation
Stability over change
