Chapter 14 Flashcards
Leaders
The process of influencing others to achieve group or organizational goals
Leaders
- Focus on vision, mission, goals, and objectives
- Encourage creativity and risk taking
- have long-term perspective
- concerned with end
Managers
- focus on productivity and efficiency
- preservers of the status quo
- have a short-term perspective
- concerned with means
Trait theory
A leadership theory that holds that effective leaders possess a similar set of traits or characteristics
Traits
Relatively stable characteristics, such as abilities, psychological motives, or consistent patterns of behavior
Leaders differ from non leaders based on the following traits:
- drive
- desire to lead
- honesty/integrity
- self confidence
- emotional stability
- cognitive ability and knowledge of the business
Initiating structure
The degree to which a leader structures the roles of followers by:
- setting goals
- giving directions
- setting deadlines
- assigning tasks
Leadership behavior
A leaders ability to initiate structure affects subordinates job performance
Consideration
Extent to which a leader is friendly, approachable, and supportive and shows concern for employees
-Affects subordinates job satisfaction
Situational approach
Leadership style
The way a leader generally behaves toward followers
-situational approaches assume that the effectiveness of any leadership style depends on the situation
Contingency theory
A leadership theory states that to maximize work group performance, leaders must be matched to the situation that best fits their leadership style
Fielders contingency theory
-assumptions
Leaders are effective when their work groups perform well
-Leaders are unable to change their leadership styles
Least Preferred CoWorker LPC questionnaire used to measure leadership style
- score above 64 indicates relationship oriented style
- score 57 or below indicates a task-oriented style
- score from 58 to 63 indicates a flexible style
Situational favorableness
The degree to which a particular situation either permits or denies a leader the chance to influence the behavior of group members
Factors that determine situational favorableness
-Leader-member relations
Task structure
-position power
Leader-member relations
The degree to which followers respect,trust, and like their leaders
Task structure
The degree to which the requirements of a subordinates tasks are clearly specified
Position Power
The degree to which leaders are able to hire,fire,reward,and punish workers
Hersey Blanchard situational leadership
Situational theory
Leaders need to adjust their leadership styles to match followers readiness
Performance readiness
Ability and willingness to take responsibility for directing one’s behavior at work
Job readiness and psychological readiness components combine to produce four different levels of performance readiness
R1: insecure persons who are neither willing nor able to take responsibility
R2: people who are confident and willing but not able to take responsibility
R3: people who are insecure and able but not willing to take responsibility
R4: people who are confident and willing and able to take responsibility
Path-goal theory:
A leadership theory that states leaders can increase subordinate satisfaction and performance by
- clarifying and clearing the paths to goals
- increasing the number and kinds of rewards available for goal attainment
Conditions for path clarification, path clearing,and rewards
- Leader behavior must be a source of immediate or future satisfaction for followers
- leader behavior must offer something unique and valuable to followers while providing the coaching, guidance, support, and rewards necessary for effective work performance
Subordinate Contingency
- perceived
- locus of control
- experience
Leaders styles in path-goal theory
Directive leadership
Leader let’s employees know precisely what is expected of them
-gives them specific guidelines for performing tasks
-schedules work
-
Normative Decision Theory
A theory that suggests how leaders can determine an appropriate amount of employee participation when making decisions
-Decision styles
-Autocratic A1 Or A11
Consultative (C1 or C11)
-Group G11 decisions
Right degree of employee participation improves:
-Quality of decisions
-Extent to which employees accept and are committed to decisions
Quality Rule:
If the quality of the decision is important, then don’t use an autocratic decision style
Leader Information Rule:
If the quality of the decision is important, and if the leader doesn’t have enough information to make the decision on his or her own, then don’t use an autocratic decision style
Subordinate Information Rule:
If the quality of the decision is important and subordinate don’t have enough information to make the decision themselves then don’t use a group discussion style
Goal congruence rule:
If the quality of the decision is important and subordinates goals are different from the organizations goals then don’t use a group decision style
Problem structure rule
If the quality of the decision is important, the leader doesn’t have enough information to make the decision on his or her own, and the problem is unstructured, then don’t use an autocratic decision style
Decision rules to increase decision acceptance
Commitment probability rule:
If having subordinates accept and commit to the decision is important, then don’t use an autocratic decision style
Subordinate conflict rule ;
If having subordinates accept the decision is important and critical to successful implementation and subordinates are likely to disagree or end up in conflict over the decision, then don’t use an autocratic or consultative decision style
Commitment requirement rule
If having subordinates accept the decision is absolutely required for successful implementation, and subordinates share the organization goals, then don’t use an autocratic or consultative style
Visionary leadership
Leadership that creates a positive image of the future that motivates organizational members and provides direction for the future planning and goal setting
Charismatic leadership
The behavioral tendencies and personal characteristics of leaders that create an exceptionally strong relationship between them and their followers
Transformational leadership
Leadership that
- generates awareness and acceptance of a group’s purpose and mission
- gets employees to see beyond their own needs and self-interests for the good of the group
-Components
- charismatic leadership or idealized influence
- inspirational motivation
- intellectual stimulation
- individualized consideration
Transactional leadership
Leadership based on an exchange process in which followers are rewarded for good performance and punished for poor performance
Situational theory
States that leaders need to adjust their leadership styles to match followers readiness
Performance readiness
The ability and willingness to take responsibility for directing ones behavior at work
