Chapter 11 Flashcards
“capacity to direct, energize people to achieve goals (349).”
Leadership
In Traits and Skills theories “height, intellectual (intelligence, foresight), personality (enthusiasm, persistence) (350).”
Physical characteristics
“Relationship between traits and effective leadership is an important element in leadership research (350).”
Traits and Skill Theories
In Traits theory Robert L Katz (1955) proposed 3 categories of essential leadership skills
“technical skills (knowledge, competencies);
human skills [sensitivity, motivation];
conceptual skills [problem solving, abstract thinking] (350).”
developed skills-based model of leadership (problem-solving, social judgment skills, knowledge) (350).
Mumford, Zaccaro, Harding, Jacobs, and Fleishman (2000)
developed questionnaires that asked people to report on the behaviors of their superiors.
“Systematic observations of human behavior (questionnaires, [computer analysis]) (350-351).”
The Ohio State Leadership Studies
“consideration, initiating structure (351).”
Dimensions in the Ohio studies
In Ohio studies, “leader’s concern, relationship with subordinates (337).”
Consideration
In Ohio studies, setting standards, assigning roles, pressing for productivity and performance (351).”
Initiating structures
theorists who came up with managerial grid model: improving management practices (351).”
Robert R. Blake and Jane Mouton (1984)
Blake and Mouton Managerial Grid characterized organizations by two dimensions
○ Concern for people
○ Concern for production
in managerial grid, organizations low on concern for people and high on concern for production
authority-obedience management
in managerial grid, organizations high on concern for people and low on concern for production
country club management
in the managerial grid, “low concern, people [and] production (352).”
impoverished management
In the managerial grid “high concern [people, production] (open communication, participative problem solving, goal setting, confrontation of differences, teamwork) (352).”
Team management
relationship between leadership style, organizational setting; how [it] affects leader’s effectiveness (352).”
“Rather than train leaders to fit setting, organizations must alter setting to fit leader (353).”
Fred E. Fielder (1967) – “contingency theory
In contingency theory, “20 numerical scales of personal characteristics (pleasant, unpleasant; tense, relaxed; boring, interesting; nasty, nice (352).”
Least preferred coworker (LPC) scale
“effective leaders increase motivation, satisfaction among subordinates (important goals) (353).”
The approach is based on the expectancy theory of motivation and emphasizes the three motivational variables that leaders may influence through their behaviors or decision-making styles.
○ Valences
○ Instrumentalities
○ Expectancies
Path-goal theory
Robert J. House & Terence R. Mitchell (1974) propose what four behavioral styles enable leaders to manipulate the three motivational variables.
○ Directive - specific directions and expectations
○ Supportive - encouraging, sympathetic relations
○ Participative - encourages subordinates to express opinions
○ Achievement-oriented - sets high goals and expectations for performance
The decision tree model proposes that the most effective leadership style depends on the characteristics of the situation and the followers.
○ how important the quality of the decision will be,
○ whether the leader has the necessary information to make a high-quality decision,
○ whether the problem is well structured,
○ whether acceptance of the decision by subordinates is important,
○ and whether conflict among them is likely.
The decision tree emphasizes the fact that leaders achieve success through effective decision-making.
The Vroom and Yetton Model
Victor Vroom and Phillip Yetton (1973).
Victor Vroom and Arthur Yago (1974).
Proposes that the effectiveness of a leader’s decision-making style depends largely on followers’ level of maturity, job experience, and emotional maturity.
Paul Hersey and Ken Blanchard (1982)
Mature groups – “higher capacity for accepting responsibility (educated, experienced, capable; well-developed relationships with one another, leader (355).”
Lower-level groups – “leaders engage in telling, emphasizing task directions, task capabilities (355).”
Life-Cycle Theory
Social psychologists – “how people make attributions about or attribute characteristics to one another (356).”
the main idea is that people actively search for explanations of the behavior that they observe and form hypotheses as to the causes of that behavior.
“Leaders always face challenge of managing impressions [validity] (356).”
“Attribution processes pertain to problems in public management (political appointees, civil servants) (356).”
Attribution Models
“dyadic relationships between leader, subordinates, development of low-exchange, high-exchange relationships (357).”
Fred Dansereau, George Graen and William J. Haga (1975)
Research (high-exchange relationships) – “[positive] = performance ratings of leaders, satisfaction with supervision, overall subordinate satisfaction, role clarity; [negative] = role conflict, turnover intention (357).”
Leader-member exchange (LMX) theory of leadership
“little mutual influence between leader, subordinate (formal role requirements, standard benefits (salary)) (357).”
“Low-exchange relationships
“trusted subordinates (mutually influential relations) (assignments, decisions) (obligations = work, loyalty, responsibility) (357).”
High-exchange relationships
Albert Bandura (1978, 1997) – “operant conditioning models expand forms of learning, behavioral change not tied to reinforcement (358).”
“People learn by watching others (mental symbols, rehearsal, memorization to develop behaviors (358).”
“Social learning theory models of leadership have added analysis of internal mental states and social learning to assessments of leadership (358).”
Operant Conditioning/Social Learning Theory
Fred E. Fielder and Joseph E. Garcia – “cognitive resource utilization theory – specifying when directive (low-LPC) behaviors affect group performance (leader’s intelligence, competence, stress level) (358).”
“Considerate (high-LPC) leader behavior has little effect on group performance (358).”
“If the group supports the leader and the task requires cognitive abilities, cognitive abilities of group determine performance (358).”
“If the group does not support the leader, then external factors (task difficulty) determine performance (358).”
Cognitive Resource Utilization Theory
Joyce K. Fletcher and Katrin Kaufer (2003): is a social process that is dynamic, multidimensional [involving] shared practices (359).”
Type of leadership identified as a result of the study of the top-down influence of a single leader
Complementary of top-down leadership
Shared Leadership
Leadership style introduced by Robert Greenleaf (1977)
“primary role of leaders, understand and serve needs of followers, achieve their objectives, promote their well-being (360).”
Servant Leadership
Dirk Van Dierendonck (2010) six characteristics of servant leadership
confidence; humility; integrity; [empathy]; direction; stewardship (360).”
is a complex, multidimensional concept and definitions of it abound.
Definition of this type of leadership provided by Bruce J. Avolio, Fred Luthans and Fred O. Walumbwa (2004) – “strong moral character; possessing cognitive confidence, optimism, hope and resilience; attentive to their environment; deep awareness of values and capabilities of others (361).”
Authentic leaders – “motivate followers, increase their commitment; [create] appealing vision [model] appropriate behaviors; [appeal] to sense of morality, honesty, integrity (361).”
Authentic Leadership
Bernard M. Bass (1985, 1988); Bernard M. Bass and Bruce J. Avolio (2002) – “systematic analysis of transformational leadership (uplifting) (364).”
Transformational Leadership
“emotional (charisma); intellectual (benevolent, developmental, mentoring) (364).”
“do not control subordinates, influence climate in which they work (365).”
Emphasis – “intangible, idealized influences (vision, empowerment, charisma, inspiration, individual consideration, intellectual stimulation (365).”
Transformational leadership
“idealized influence; intellectual stimulation; individualized consideration; inspirational motivation (364-365).”
Transformational behaviors
“contingent reward; passive management; active management (365).”
Transactional behaviors
leaders sometimes influence followers not just through traditional or formal authority, but also through exceptional personal qualities that invoke strong confidence, loyalty, and commitment from followers.
Charismatic Leadership
treats charisma as primarily a matter of the characteristics that followers attribute to their leader.
Identify with the leader, internalize values, beliefs of leader (366).”
When do they imitate the leader – “vision different from status quo; unconventional pursuit of vision; self-sacrifice and risk in pursuit of vision; confidence in leader’s ideas, proposals; uses visioning rather than formal authority; uses capacity to [implement] novel strategies (366).”
attributional theory of charismatic leadership
Emphasis – “observable characteristics of leader, followers (366).”
Assumptions- “tendency of individuals to maintain conception of themselves (social identities, self-esteem, effects leader has on processes) (366).”
“Leaders have charismatic effects on followers when followers: leader’s beliefs [presumed] correct; obey leader, feel affection; accept high performance goals; emotionally involved in mission of group; regard leader as having extraordinary abilities (366).”
self-concept theory of charismatic leadership
“symbols, values, culture of organization (transformational leaders) (368).”
Social architecture
the pattern of shared meaning in an organization (369).” Harrison M. Trice and Janice M. Beyer (1993)
Organizational Culture
“environment; values; artifacts and creations (369).”Edgar Schein (1992)
organizational culture
strong ([adherence] to values; weak ([lack of] consensus, commitment) (371).”
Cultural variation
