Leader-Follower Dev Flashcards
LMX - leader member exchange
Description
Leadership theory; a contingency theory
Description: the role-making processes between a leader and each individual subordinate that develops over time
(vertical dyad linkage theory)
LMX
Measurement
LMX-7 (Graen & Uhl-Bien, 1995)
Measures level of factors in the exchange/relationship between leader and subordinate
LMX
Factors
TRASL
mutual Trust, Respect, Affection, Support, and Loyalty
LMX
Key theorists
Original Theorist: Graen & Cashman (1975); Dansereau, Graen, and Uhl-Bien (1975)
Revision: Graen & Scandura (1987) - life cycle model:
(a) initial testing phase - eval one another’s motives, attitudes, and potential rsources exchanged
(b) refining stage - mutual trust, loyalty, and respect developed
(c) mature phase - mutual commitment to mission (equivalent to transformational leadership)
Acquired needs theory
(a motivation content theory-addresses personal factors)
Theorist
3 Personal Needs
Acquired needs theory - McClelland (1975)
Need for achievement
Need for affiliation
Need for power
Learned from environment
High-order needs start with belongingness/relatedness etc.
Equity Theory
(a motivation process theory-addresses behavior)
Theorist
Equity Theory (Adams, 1965)
Perception of fair treatment.
Individual’s motivation level is correlated to his perception of equity, fairness and justice practiced by the management. Higher individual’s perception of fairness, greater is the motivation level and vice versa.
Expectancy Theory
(a motivation process theory-addresses behavior)
Theorist
Definition and three aspects
Expectancy Theory
Victor Vroom (1964)
Subordinates will be motivated if they feel competent and trust that their efforts will get results. Based on employee perceptions: harder work gives better results, gets desirable rewards. Expectancy theory is part of overall path-goal theory.
- Valence (strength of desire of rewards) – extrinsic or intrinsic; management has to be sure to see what people value
2. Instrumentality – perception that better performance will get Reward (based on trustworthiness, communication by management)
3. Expectancy – harder work will give better performance depends on resources, training courses, etc.
ERG theory
(a motivation content theory-addresses personal factors)
Theorist
Alderfer’s ERG theory (1972)
- Existence – air, food, water, pay, work conditions
- Relatedness – social/interpersonal relationships
- Growth – making contributions
Attribution theory
Theorists
Definition
F. Heider (1958)
The assumptions made by the perceiver in explaining or understanding what one observes.
Observed the tendency to blame failure on the environment (context) and take personal credit for success.
Green & Mitchell (1979)
2 stage model:
diagnosis (attribute),
correction
Tend to attribute poor performance externally when we like someone, internally for low performers.
Two-factor theory of motivation
(a motivation content theory-addresses personal factors)
Theorist
Two factors
Frederick Herzberg’s two-factor theory of motivation. Job satisfaction defined by the following:
1. Motivators Factors (Intrinsic, satisfiers). The job content
- Hygiene Factors (Extrinsic factors, dissatisfiers). The job context
Herzberg, Mausner, & Snyderman, The Motivation to Work (1959)
Authenticity
RIBS
Authenticity - Walumbwa et al (2008)
1) balanced processing,
2) self-awareness,
3) an internalized moral perspective
4) relational transparency,
Authenticity (Kernis & Goldman, 2006)
- Unbiased processing
- Self-awareness
- Coherent behavior
- Relational orientation
RIBS Relational transparency Internalized moral perspectives Balanced processes Self-awareness
Power Taxonomy
Theorist
5 Types of Power
Power Taxonomy
French and Raven(1959)
1 Reward Power – to get reward
2 Coercive power – to avoid punishment
3 Legitimate – because agent has right to make the request
4 Expert power – agent has special knowledge
5 Referent power – target admires/identifies with agent, wants approval
Conflict style
(conflict mode instrument)
Developers
Thomas & Kilmann instrument (1976)
Competition- win-lose Collaboration - win-win Compromise - lose-win Avoidance - lose-lose Accommodation lose- win
Hierarchy of needs
(a motivation content theory-addresses personal factors)
Theorist
Maslow (1970)
- Physiological needs
- Safety-security
- Belongingness, social, love
- Esteem
- Self-actualization
Followership
Theorists
4 Types of followers (PACE)
5 Courageous behaviors (SPACT)
Robert Kelley (1988) In praise of followers Follower types: CAPE Conformist Alienated Passive Exemplary
Ira Chaleff (1995). The courageous follower Courage follower behaviors:
Serves Participates in transformation Assumes responsibility Challenges the leader Takes moral action
Definition of a leader
Winston & Patterson (2006)
“A leader is one or more people who selects, equips, trains and influences one or more followers who have diverse gifts, abilities and skills and focuses the followers to the organization’s mission and objectives causing the followers to willingly and enthusiastically expend spiritual, emotional and physical energy in a concerted coordinated effort to achieve the organizational mission and objectives.” (p.7)
Definition of a follower
Yukl (2010) defines a follower as “a person who acknowledges the focal leader as a primary source of guidance about work regardless of the formal authority the leader actually has over the person” (p. 27)
Chaleff (1995) explained that Followers should be understood and treated as “partners, participants, co-leaders, and co-followers in the pursuit of meaning and productivity in the organization”.
Herzberg’s Motivator (intrinsic, satisfier) factors
The job content
Herzberg, Mausner, & Snyderman, The Motivation to Work (1959)
Need for achievement Meaningful work Opportunities for advancement Increased responsibility Recognition Growth
These factors, when present, produce job satisfaction and consequently, higher production.
Herzberg’s Hygiene (extrinsic, dissatisfier) factors
The job context
Herzberg, Mausner, & Snyderman, The Motivation to Work (1959)
Pay Status Job security Working conditions Fringe benefits Policies and procedures Interpersonal relations
These do not motivate or satisfy but when present they create a level of NO dissatisfaction. When absent, job dissatisfaction.
Fundamental definition of a leader
Winston
Bruce Winston (Tabletalk, Segment 2, Regent University, n.d.)
A leader is someone who has followers.
Goal Setting Theory
(a motivation process theory-addresses behavior)
Theorist
Edwin Locke. “Toward a Theory of Task Motivation and Incentives” (1968)
Goal setting is a cognitive process of some practical utility. An individual's conscious goals and intentions are the primary determinants of behavior. ~ Goal specificity ~ Goal difficulty ~ Goal intensity ~ Goal commitment
Definition of Motivation Theory
“Motivation theory attempts to explain and predict how the behavior of individuals is aroused, started, sustained, and stopped.”
Ivancevich, Konopaste, & Matteson (2000), p. 17
Implicit Leadership Theory (ILT)
Theorists
Definition
Implicit leadership theory
Eden & Leviathan (1975)
Offermann, Kennedy, & Wirtz (1994)
ILT is basis for followers making attributions about supervisors/leaders-drawing conclusions about success/failure. (Yukl, 2010)
People are perceived as leader-like to the degree that their characteristics match follower’s preconceived notions of what leaders should be like.
Factors of follower attributions > timeliness indicators of leader's performance > success/failure of leader's unit > performance trend > leader's behavior > influence of external factors > leader intentions > whether leader identifies with group
Path-Goal Theory
Theorist
Definition and 4 Leader behaviors (PADS)
Robert House (1971)
Dyadic theory of supervision (effects of superiors on subordinates). Further development posits that effective leaders engage in behaviors that complement subordinates’ environments and abilities in a manner that compensates for deficiencies and is instrumental to subordinate’s satisfaction and individual and work unit performance (House 1996).
Leader behaviors: (PADS)
Participative leadership - consult with subordinates and taking opinions into consideration
Achievement-oriented leadership - giving challenging goals, performance improvement
Directive leadership - clear direction on expected performance
Supportive leadership - considers needs of subordinates
Mutiple Linkage Theory
Theorist
Description
4 Variables
Multiple Linkage Theory
Gary Yukl (1981)
A complexity theory: The leader influences variables to make the situation more favorable to develop subordinates and to improve performance.
Four sets of variables:
Managerial behaviors - leader behavior
Intervening variables - effect of leader behavior on follower’s job performance
Criterion variables - the expected performance and outputs of the group
Situational variables - environmental and organizational factors
Benjamin Bloom (1956) Taxonomy of Levels of Cognitive Behavior for Learning
KNOWLEDGE Remember COMPREHENSION Grasp APPLICATION Use ANALYSIS Examine SYNTHESIS Build EVALUATION Appraise
Situational Leadership Theory
Description
Theorist
2 Dimensions
4 Leader behaviors
Situational leadership theory
Hersey & Blanchard (1977)
A prescriptive approach to leadership that provides a model that suggests how leaders should behave based on the demands of a particular situation. It involves “adapting the combination of directive behaviors and supportive behaviors appropriately to the readiness of others to perform specific tasks or functions (Hersey & Blanchard, 1977)
3 factors:
(1) leader’s amount of task behavior, (2) the leader’s amount of supportive/relational behavior, and (3) follower’s readiness level for a specific task
4 Leader styles in SLT:
Telling, Selling, Participating, Delegating
SLT assessment instrument: LEAD (Leader Effectiveness and Adaptability Description)
Gerald Grow (1996) Staged Self-Directed Learning (SSDL)
Stages of Learner (DIIS)
Dependent (responds to authority, coach)
Interested (teacher as motivator, guide)
Involved (teacher as facilitator)
Self-directed (teacher as consultant, delegator)
