ch 12 leading people within organizations Flashcards
leadership
the act of influencing others to work towards a goal
leaders do not rely on the use of force to influence people, instead people willingly adopt the leader’s goal as their own
formal leaders
hold a position of authority and may utilize the power that comes from their position as well as their personal power to influence others
informal leaders
without formal positions of authority within the organization but demonstrate leadership by influencing others through personal forms of power
general traits of leaders
intelligent
high self-esteem
integrity
extraversion
conscientious
open to experience
two broad categories of behavior
task-oriented (initiating structure)
people-oriented (consideration)
task-oriented leader behaviors
involve structuring the roles of subordinates, providing them with instructions, and behaving in ways that will increase the performance of the group
directives given to employees to get things done and to ensure that organizational goals are met
people-oriented leader behaviors
showing concern for employee feelings and treating employees with respect
authoritarian decision making
leaders make the decision alone without necessarily involving employees in the decision-making process
democratic decision making
employees participate in the making of the decision
lais-sez-faire decision making
leave employees along to make the decision
Fielder’s contingency theory
a leader’s style is measure by a scale called Least Preferred Coworker scale (LPC)
situational leadership theory
leaders must use different leadership styles depending on their followers’ development level
path-goal theory of leadership
based on the expectancy theory of motivation - employees are motivated when they believe or expect that their effort will lead to high performance, their high performance will be rewarded, and the rewards they will receive are valuable to them
leader’s main job is to make sure that all three of these conditions are met
four leadership styles
directive
supportive
participative
achievement-oriented
directive leaders
provide specific directions to their employees
supportive leaders
provide emotional support to employees
participative leaders
make sure that employees are involved in the making of important decisions
achievement-oriented leaders
set goals for employees and encourage them to reach their goals
normative decision model
helps leaders determine how much involvement they should seek when making decisions
7 questions of the normative decision model
each question gets answered as high or low
1. decision significance
2. importance of commitment
3. leader expertise
4. likelihood of commitment
5. goal alignment
6. group expertise
7. team competence
5 decision-making styles
decide
consult individually
consult as a group
facilitate
delegate
transformational leaders
lead employees by aligning employee goals with the leader’s goals
transactional leaders
ensure that employees demonstrate the right behaviors and provide resources in exchange
chairsma
behaviors leaders demonstrate that create confidence in, commitment to, and admiration for the leader
inspirational motivation
come up with a vision that is inspiring to others
intellectual stimulation
challenge organizational norms and status quo, and they encourage employees to think creatively and work harder
individualized consideration
show personal care and concern for the well-being of their followers
4 tools of transformational leaders
charisma
inspirational motivation
intellectual stimulation
individualized consideration
contingent rewards
rewarding employees for their accomplishments
active management by exception
leaving employees to do their jobs without interference, but at the same time proactively predicting potential problems and preventing them from occurring
passive management by exception
manager waits until something goes wrong before coming to the rescue
3 tools transactional leaders use
contingent rewards
active management by exception
passive management by exception
why is transformational leadership effective
trust
leader-member exchange (LMX) theory
proposes that the type of relationship leaders have with their followers is the key to understanding how leaders influence employees
high LMX relationships = high trust
low LMX relationships = low trust
servant leadership
leadership approach that defines the leader’s role as serving the needs of others
- develop employees and help them reach their goals
authentic leadership approach
“be yourself”
