I.O. - Leadership

Question 1

Ohio State Study

Answer 1

2 dimensions of leader behavior

1. Initiating
   -task oriented
   -focus on achieving performance goals
2. Consideration
   -person oriented
   -focus on fostering trust and respect

*can have both high or both low initiating and consideration

High considerations = greater job satisfaction
High initiation = greater performance

Question 2

Leadership & Gender

Answer 2

Same
-effectiveness
-with task & person orientation

-females viewed as more effective in social service agencies (aka feminine settings)
-males viewed as more effective in military agencies (aka masculine settings)

Females more likely
-take on a democratic style
- take on transformative leadership style.
- engage in contingency reward (transactional
leadership)

-males more likely to engage in management by expectation (transactional leadership) and hands off approach.

Question 3

5 Basic Powers

Answer 3

1. Reward
2. Coercive
3. Legitimate
4. Expert
5. Referent

coercive = most likely to experience resistance
reward & legitimate = compliance
expert & referent = commitment

Question 4

Fielder’s - Contingency Theory

Answer 4

*Effective leadership depends on favorableness of the situation.

Favorableness:
-relationship
-task structure
-positive power

1. Low LPC (talks about coworker in negative light)
   -task oriented
   -focus on task performance
2. High LPC (talks about coworker in a favorable way)
   -person oriented
   -separation of coworkers personality from task
   performance.

High LPC = most effective in Moderately favorable situations.

Low LPC = most effective in Low or High favorable situation.

Question 5

Hersey- Situational Leadership Theory

Answer 5

-optimal leadership depends on employee maturity

Maturity
-willingness/motivation
-ability

4 leadership styles

1. Telling

    (Leader = High in task & Low in personal) 
    
    (Employee=  Low in abilities & Low in 
     willingness)

2. Selling
   (Leader = High in task & High in personal)

   (Employee = Low in abilities & High in willingness) 

3. Participating
   (Leader = Low in task & High in personal)

   (Employee = High in ability & Low in willingness)

4. Delegating
   (Leader = Low in task & Low in personal)

   (Employee =  High in ability & High in willingness)

Question 6

Houses- Path-Goal Model

Answer 6

-effective leaders act as facilitators that help employees achieve their own goals.

4 styles:
A. direct
B. achievement oriented
C. supportive
D. participative

*best style depends on employee

-Direct (employees who are authoritarian, and task is ambiguous/ complex)

-Supportive (employee who has high needs for affiliation and low job satisfaction and job is not challenging).

Question 7

Vroom-Yetten-Jago - Contingency Model

Answer 7

-Views leadership as a decision making process
*Original model = decision making tree
*Current model = decision making matrix

5 stages
Al -make decisions alone
All - get info and then make decision alone
Cl - discuss with others individually then make decision
Cl - discuss with a group but make decision alone
GI - discuss with a group and determine decision together

Question 8

Leadership Member Exchange (LMX)

Answer 8

Leader effectiveness and employee outcome determined by quality of interaction between leader and employee.

1. in-group
   -more attention and support, participate in decision
   making, given interesting tasks.
2. out-group
   -more formal relationship, given direct orders

in-group vs. out-group depends on:
1. Competence
2. Trustworthiness
3. Willingness to assume responsibility

Question 9

Tranformative vs. Transactional

Answer 9

Transformative
-idealized influence (positive model)
-inspirational motivation (communicate vision )
-intellectual stimulation (stimulate creativity)
-individualized consideration (foster individual growth)

Transactional
-contingency reward
-management by expectation
-leader intervening to correct worker
1. Active (monitor closely)
2. Passive (low monitor but correct with
severe rule violation)