Forelæsning 14

Question 1

Leaders and managers

Answer 1

Leaders shape organizational vision and Managers attempt to act competently within this vision.
Leaders have people follow them while managers have people who work for them.

Question 2

Effective leadership

Answer 2

• Net profit increases, market share, return on assets.
• Productivity, attitudes of followers/employees
• Willingness to follow or just compliance

Question 3

Leadership theories

Answer 3

Universal theories:
- Based on the belief that leadership traits and processes are relatively constant across cultures, therefore they can be transferred from one location to the other.
- Often formulated by western scholars.
This suggests that leaders are characterized by certain traits, especially successful leaders.

Contingency theories:
- There are no universals in describing effective leadership because it Is a culturally embedded process – each country often required different set of skills.

Question 4

Fiedler F

Answer 4

There is no best way to manage – to be effective, leading must be tailored to the particular circumstance.

Question 5

Hersey and Blanchard’s situational leadership theory

Answer 5

Adjust leadership style to the maturity of the team:

Question 6

House R: Path Goal Theory

Answer 6

Proactively choose a certain leadership style by analyzing the intervening variables that affect the path to firms goal

Question 7

Directive leadership style

Answer 7

The leader clarifies the path to the goal by providing clear directives.

1. Effective: When task is ambiguous, and subordinates do not like uncertainty.
2. Ineffective: When subordinates actually prefer uncertainty and want more independence in face of ambiguous tasks.

Question 8

Supportive leaders

Answer 8

Supportive leaders provide psychological support to subordinates and create friendly environment.

1. Effective when subordinate task are risky, monotonous, stressful, the leader uses relationship to enhance confidence, lowers stress and compensate for unpleasant aspect of work., high masculinity
2. Ineffective when tasks are motivating and employees have no need for over encouragement, low masculinity

Question 9

Participative leader

Answer 9

The leader encourages involvement and empowerment of subordinates in decision making and operations

1. Effective when task is ambiguous but subordinate demands involvement in the task structure, low power distance, low individualism
2. Ineffective when task is ambiguous and subordinates are relying on the leader to find right structure and direction, high power distance

Question 10

Marslows hierarchy of needs theory

Answer 10

• Maslow’s hierarchy of needs is a motivational theory in psychology comprising a five-tier model of human needs, often depicted as hierarchical levels within a pyramid.
• Needs lower down in the hierarchy must be satisfied before individuals can attend to needs higher up.
• From the bottom of the hierarchy upwards, the needs are: physiological, safety, love and belonging, esteem, and self-actualization.

Question 11

Herzberg’s two-factor theory

Answer 11

This theory states that there are certain factors in the workplace that cause job satisfaction while a separate set of factors cause dissatisfaction, all of which act independently of each other.

• Extrinsic (hygiene) vs intrinsic
• Argument: Hygiene factors prevent dissatisfaction, but they are not capable of inducing satisfaction: only intrinsic/motivators can create satisfaction.

Question 12

Equity theory

Answer 12

People maintain a fair relationship between the performance and rewards in comparison to others.
ex: employee gets de-motivated by the job and his employer in case his inputs are more than the outputs.
People will compare themselves to similar others and will expect the same return. If someone gets a higher reward for the same job as I’m doing, it will cause inequity.

Question 13

Expectancy theory

Answer 13

People are driven by the expectation that their acts will produce results that they value.