Chapter 13 - Leadership Styles and Behaviours Flashcards
leadership
the use of power and influence to direct the activities of followers toward goal achievement
unit-focused approach
ask all members of the unit to fill out the following survey items, then average the responses across the group to get a measure of leader effectiveness
dyad-focused approach
ask members of the unit to fill out the following survey items in reference to their particular relationship with the leader
leader-member exchange theory
a theory describing how leader-member relationships develop over time on a dyadic basis
relates to exchange theory
role taking
the phase in a leader-follower relationship when a leader provides an employee with job expectations and the follower tries to meet those expectations
leader tries to get a feel for the talent and the motivation levels of the employee
exchange theory
role making
for some employees, that initial phase is supplemented by
role making: during which the employee’s own expectation for the dyad get mixed in with those of the leader
high quality exchange dyad
marked by the frequent exchange of information, influence, latitude, support and attention
form the leaders ingroup, have higher levels of communication, mutual trust, respect and obligation
leader effectiveness
the degree to which the leader’s actions result in the achievement of the unit’s goals, the continued commitment of the unit’s employees and the development of mutual trust, respect and obligation in leader-member dyads
leader emergence
the process of becoming a leader a leader in the first place
autocratic style
the leader makes the decision alone without asking for the opinions or suggestions of the employees in the work unit
consultative style
a leadership style in which the leader presents the problem to employees asking for their opinions and suggestions before ultimately making the decision
have a say but the ultimate authority still rests with the leader
facilitative style
leader presents the problem to a group of employees and seeks consensus on a solution, making sure that their own opinion receives no more weight than anyone else’s
delegative style
the leader gives an individual employee or group the responsibility to make the decision within some set of specified boundary conditions
time-driven model of leadership
a leadership model in which the focus shifts away from autocratic, consultative, facilitative and delegative leaders to autocratic, consultative, facilitative and delegative situations
several factors combine to make some decision-making styles more effective in a given situation and others less effective
decision significance
success of the project or the organization
importance of commitment
is it important that employees “buy in” to the decision?
leader expertise
does the leader have significant knowledge or expertise regarding the problem
likelihood of commitment
how likely is it that employees will trust the leader’s decision and commit to it?
shared objectives
do employees share and support the same objectives, or do they have an agenda of their own?
employee expertise and teamwork skills
self explantory
time driven model of leadership main takeaways
autocratic styles are reserved for decisions that are insignificant or for which employee commitment is unimportant
delegative styles should be reserved for circumstances in which employees have strong teamwork skills and are not likely to commit blindly to whatever decision the leader provides
consultative and facilitative = more complex
unless a leader is an expert with regard to the focus of the decision, autocratic decisions are not the right style to choose
day to day of leaders
initiation structure
initiation - facilitating new ideas
organization - defining and structuring work
production - setting goals and providing incentives
day to day of leaders
consideration
membership - informal interactions
integration - pleasant atmosphere
communication - providing information to employees
recognition - expressing approval or disapproval of the behaviours of employees
representation - acting on behalf of the group
initiating structure
a pattern of behaviour in which the leader defines and structures the roles of employees in pursuit of goal attainment
consideration
reflects the extent to which leaders create job relationships characterized by mutual trust, respect for employee ideas, and consideration of employee feelings
life cycle theory of leadership
the optimal combination of initiating structure and consideration depends on the readiness of the employees in the work unit
readiness
the degree to which employees have the ability and the willingness to accomplish their specific tasks
R1 telling
when the leader provides specific instructions and closely supervises performance
employees working together for the first time
R2 selling
when the leader explains key issues and provides opportunities for clarification
finding out work is more difficult than anticipated
R3 participating
leader behaviour in which the leader shares ideas and tries to help the group conduct its affairs
employees have learned to work together well
R4 delegating
leader behaviour in which the leader turns responsibility for key behaviours over to employes
leader just needs to have some degree of observation
transformational leadership behaviours
a pattern of behaviour in which the leader inspires followers to commit to a shared vision that provides meaning to their work while also serving as a role model who helps followers develop their own potential and view problems from new perspectives
heighten follower’s awareness of the importance of certain outcomes
more motivational approach to leadership
laissez-faire
a type of leadership in which the leader avoids leadership duties altogether
transactional leadership
a pattern of behaviour in which the leader rewards or disciplines the follower on the basis of performance
passive management by exception
a type of transactional leadership in which the leader waits around for mistakes and errors, then takes corrective action as necessary
active management by exception
a type of transactional leadership in which the leader arranges to monitor mistakes and errors actively and takes corrective action when required
contingent reward
a more active and effective way of transactional leadership, in which the leader attains follower agreement on what needed to be done using rewards in exchange for adequate performance
dimensions of transformational leadership
idealized influence
the power held by a leader who behaved in ways that earn the admiration, trust and respect of followers, causing followers to want to identify with and emulate the leader
charisma
dimensions of transformational leadership
inspirtational motivation
involves behaving in ways that foster an enthusiasm for and commitment to a shared vision of the future
compelling vision of the future /power of vision
dimensions of transformational leadership
intellectual stimulation
involves behaving in ways that challenge followers to be innovative and creative by questioning assumptions and reframing old situations in new ways
many different angles
redefining problem or approach
dimensions of transformation leadership
indiviualized consideration
involves behaving in ways that help followers achieve their potential through coaching, development and mentoring
how important is leadership?
transformational leadership is more strongly related to unit-focused measures of leadership effectiveness
foster leader-member exchange relationships that are of higher quality
employees with transformational leaders have higher levels of motivation than other employees / more trust
employees with transformational leaders tend to be more committed to their organization
higher levels of job satisfaction
more optimistic and less frustration
subsitutes for leadership model
a model that suggests that characteristics of the situations can constrain the influence of the leader, which makes it more difficult for the leader to influence employee performance
subsitutes
reduce the important of the leader while providing a direct benefit to employee performance
task feedback, training and experience, professionalism, staff support, group cohesion, intrinsic satisfaction
neutralizers
in contrast to substitutes, only reduce the importance of the leader, they themselves have no beneficial impact on performance
task stability, formalization, inflexibility, spatial distance
offers a number of prescriptions for a better understanding of leadership in organizations
explains why a leader who does the right things does not seem to be making any difference
explain what to do if an ineffective person is in a leadership role
leaders and training
such training can increase transformational leadership behaviours, despite the fact that charisma is somewhat dependant on personality and genetic factors
