Organizational ch 12 (W4-a) Flashcards
leadership
as the capability of an individual to exercise influence and control over other members to help a group or organization achieve its goals.
leaders
of a group or organization are the individuals who can exercise such influence and control.
-effective leader achieves goals
Traits that leader needs
- Intelligence
- Task-relevant knowledge
- Dominance
- Self-confidence
- High energy level
- Tolerance for stress
- Integrity and honest
- Emotional maturity
Leadership behavioral approach
Look at what effective leader does:
1) Consideration: behavior which indicates that leader respect and appreciates employees
2) Initiation structure: ensure that work is done and employees perform acceptably at their work ( such as planning ahead, goal setting etc. )
Initiation structure (behavior of leader)
ensure that work is done and employees perform acceptably at their work ( such as planning ahead, goal setting etc. )
Consideration ( behavior of leader)
behavior which indicates that leader respect and appreciates employees
behavioral approach reward and punishment
Assumes that reward and punishment are important and effective influence on people
behavioral approach and trait approach
- both of them incomplete because it does not take into consideration the situation and that some traits are good for one situation but not for another
Fiedler’s contingency theory of leadership
assumes that effectiveness of a leader is determined by both by the personal traits as well as situation in which leader resides
Styles of leaders according to Fiedler
Relation-oriented style- want to be liked and get along with people. Firs priority-relationships with people, second tasks
task oriented style- reversed
- These styles depend on traits and unchangeable according to his view,
that’s why companies should choose which style suits their workplace
LEAST PREFERRED CO-EMPLOYEE SCALE
A questionnaire that measures leader style by scoring leaders’ responses to questions about the co-employee with whom they have the most difficulty working.
Task oriented- are more negative
Relationship oriented more positive
Fiedler situational characteristics for leadership
- determine if the situation is good for a leader:
1) Leader-member relation- if they are good more people will follow a leader
2) Task structure- more defined task is better for leadership
3) Positional power- level of authority that leader has. More authority- better
PATH-GOAL THEORY
A theory that describes how lead- ers can motivate their followers to achieve group and organizational goals and the kinds of behaviors leaders can engage in to motivate followers.
path-goal theory how to motivate employees
- Determine what outcomes subordinates are trying to obtain in the workplace.–> setting goals
- Reward subordinates for performing at high levels or achieving their work goals by giving them desired outcomes.
- Make sure the subordinates believe they can obtain their work goals and perform at high levels.
path-goal theory how to motivate employees (behaviors)
● Directive behavior- lets subordinates know what tasks need to be performed and how they should be performed.
● Supportive behavior let subordinates know their leader cares about their well-being and is looking out for them.
● Participative behavior enables subordinates to be involved in making decisions that affect them.
● Achievement-oriented behavior pushes subordinates to do their best. Such behavior in- cludes setting difficult goals for followers, expecting high performance, and expressing confidence in their capabilities.
Yetton model
describes the different ways in which leaders can make decisions, and it offers guidelines regarding the extent to which subordinates should participate in decision making
Styles for making decisions
● Autocratic: The leader makes the decision by themselves
● Consultative: Subordinates have some input, but the leader makes the decision.
● Group: The group makes the decision; the leader is just another group member.
● Delegated: The leader makes subordinates solely responsible for making the decision.
What style o use should be determined by task, interdependence of group members and skill levels of employees
Leader–member exchange theory (definition)
describes the different kinds of relationship that may develop between a leader and a subordinate and describes what the leader and the follower bring to and get out of the relationship
Leader–member exchange theory
explanation
in group -warm relationships with leader
out group- traditional business relationships. Cold and distant
leadership substitute
the situation where leadership is not necessary for example if someone has internal motivation then they do not need a leader to rule
leadership neutralizer
is something that prevents a leader from having any influence over subordinates;
TRANSFORMATIONAL LEADERSHIP
Leadership that inspires followers to trust the leader, perform behaviors that contribute to the achievement of organizational goals, and perform at high levels.
Charismatic leader
A self-confident, enthusiastic leader able to win followers’ respect and support for his or her vision of how good things could be.
Charismatic leader is transformational
