Lecture 2 Flashcards
Leader vs Manager
Leader is someone with a vision (inspiring others, developing new approaches ) and the Manager is the person who deals with the daily problems. However, in reality these roles are often reversed and interlapping.
Trait approach
An approach that thinks leaders are born with talents and abilities for leadership. Select the ‘right’ people for leadership position rather than train them. Leaders exhibit special attributes that make them great leaders.
Leader Behaviors
Ohio State University Study - a list of leader behaviors followers came up with
- Initiating Structure - defining tasks, focusing on goals - Consideration - trust, respect, relational
Path-Goal Theory
Leaders motivate followers to accomplish goals by establishing the paths to the goals
Four Leadership Behaviors:
1. Directive 2. Supportice 3. Participative 4. Achievement-Oriented
Leader-Member Exchange (LMX)
Defined as the quality of the working relationship that is developed with each follower. This model has shown that in a relatively short period of time, leaders decide who is in their ‘in-group’ and who is in their ‘out-group’
- People in the 'in-group' receive better salaries and are trusted more by the leader
- An effective working relationship with your boss predicts performance, job
satisfaction, organizational commitment, motivation, and lower turnover.
- People in the 'out-group' are not poor performers but do not go far and beyond to
complete their work
- You can consciously choose to be a part of a certain group, and out-group
members might have reasons for not being so involved and motivated (for instance
things at home take more time)
Development of LMX
Development
- Role taking - Role making - Role routinization
Managing your boss (LMX)
- Find out what ‘good’ looks like to make sure you meet expectations
- Ask your boss what kind of follow-up they want
- Examine and adjust to your boss’ style
- Tell your boss when you feel you haven’t been fully heard
- Become aware of other managers’ styles
- Manage up (if the relationship with your supervisor has been bad you can always
make things better)
Follower Reactions to Authority (LMX)
- Counterdependent (do not want to follow rules)
- Overdependent (want to accommodate to all wishes)
- Interdependent
Fundamental Attribution Error
Attributing situational factors to own behavior but more stable factors to others’ behavior
Self-serving bias
Describes when we attribute positive events and successes to our own character or actions, but blame negative results to external factors unrelated to our character
Calculated-Based Trust
A form of trust is based on keeping records of what another person does for you and what you do for them. ‘Arm’s length’ form of trust in which neither party really becomes vulnerable to the behavior o the other person.
Knowledge-Based Trust
Level of trust is grounded on how predictable the other person is. Developed over time:
- through interactions - information is gathered
Identification-Based trust
Characterized by the leader and follower sharing the same goals and objectives
Transactional Leadership
- Behaviors that motivate followers through rewards and corrective actions (Trump, strong rewards and punishments)
- Appeals more to the extrinsic motivation
- Contingent rewards - promising or delivering rewards
- Management-by-exception (MBE)
- Active form (MBEA)
- Passive form (MBEP)
Transformational Leadership
- Behaviors that mobilize extra effort from followers through an emphasis on change through articulating a new vision for the organization
- More intrinsic motivation
- Most related to positive attitudes, commitment, and performance of followers
Transformational Leadership The 4 I’s
- Idealized Influence (people admire the leader, see them as the change agents)
- Inspirational motivation (trying to motivate people by inspiring them)
- Intellectual stimulation (the leader encourages innovation and new ideas)
- Individualized consideration (ideally the leader considers every person as an individual, not as an instrumental group member)
