Test 1 Flashcards
Going outside of the physical barriers of the institution for support (ex: 310)
Boundary Spanning
Factors that enhance followership
The leader is frequently absent or distant from followers, followers work tasks are highly complex or interdependent, followers’ group faces frequent emergencies, high risk situations, or rapid change.
Factors that substitute for Effective Followership:
the leader is very active in external boundary spanning, a leader is unusually adept at critical thinking, creativity and inventiveness
Factors that decrease the Effectiveness of Followership:
A domineering, autocratic, and self-centered leader, a leader that does not value followers who show initiative and who think for themselves
Supportive Leadership Behavior
Concern for the well-being of followers, being friendly and informative, 2-way communication, and follower development
Directive Leadership Behavior
Assign followers to specific tasks, explain methods and expectations, specify rules and regulations, and provides structure
Participative Leadership Behavior
One-on-One meetings, gathers input from all, group decision making, empowerment
Most powerful combo to new people:
Directive and Supportive
Factors that enhance the effectiveness of supportive leadership
followers with low self-confidence, low self-esteem, insecurity, expectation that leader will be supportive, and high growth needs; tasks that are dissatisfying, stressful, highly structured, requires creativity, and requires learning; organizations/groups with external conflict, newly formed group, cohesive group with shared beliefs in leader, formal plans, goals and procedures, mission emphasizing human services, and authoritarian superior
Situational Factors that neutralize supportive leadership
Dogmatic followers, high level job, broad task scope, and large size of group
Situational factors that substitute for supportiveness
The things themselves create the support; task is interesting, gratifying, meaningful; feedback from task is rapid, specific, accurate; has pay raises and promotions
Situational Factors that neutralize the effectiveness of directive leadership
cohesive group of followers with a low performance norm, highly structured task (mostly depends on follower), high follower experience, ability, or need for independence
Situational factors that enhance the effectiveness of directive leadership
Followers have a high need for achievement and a desire for role clarity; tasks are highly structured, stressful, interdependence, direct communication between customers and followers; organization/group - large group size, bureaucratic org, positive group with production norm, leader with high expertise, leader who is supportive
Situational factors that substitute for directive leadership
Feedback from task, organization formalization, autonomous work groups or team operations, large number of years with leader, predictable flow of work or routine and repetitive work
Situational Factors that increase the effectiveness of Participate leadership
Followers have job competence, need for independence and growth, internal locus of control, and expect participation; tasks are important, require followers’ commitment, and uncertainty; group harmony, trust in leader, good leadership skills in conflict management
Factors that neutralize effectiveness of participation
large group size, highly structured or complex tasks, passive follower, authoritarian followers, or followers wiling to accept autocratic leadership
Factors that substitute for participative leadership
Highly complex tasks performed by highly trained workers, organizational formalization - already have committees, highly structured tasks performed by authoritarian followers
Impression Management Influence Tactics
Tactics you would use to make someone like you - inspirational appeal, ingratiation, personal appeal
Political Influence Tactics
Tactics you would use to get a decision made to gain benefit - Apprising, Exchange, Legitimating, Pressure
Proactive Influence Tactics
Being proactive and staying ahead of things - rational persuasion, inspirational appeal, consultation, collaboration and coalition
Anything that affects behavior in pursuing a certain outcome
Motivation
Motivation Process
People go from need to motive to behavior to consequence to satisfaction or dissatisfaction
Hierarchy of Needs Theory
Only unmet needs motivate, people’s needs are arranged in order of importance, lower-level needs must be met before higher needs can be, assumed 5 classifications: Physiological Needs, Safety Needs, Belongings, Esteem Needs, and Self-Actualization Needs
Two-Factor Theory
Lower-Level needs called hygiene or maintenance and higher-level needs called motivators; proposes that people are motivated by motivators rather than maintenance factors
Goal Setting Theory
Specific, difficult goals motivate people, goals give us a specific purpose - goals must be: single result-oriented, specific, measurable, time, difficult or challenging
Reinforcement Theory
Proposes that behavior can be explained, predicted and controlled through the consequences of behavior - leaders and followers should reinforce desirable behaviors and discourage undesirable behaviors
Positive Reinforcement
Rewarded for good behavior
Avoidance Reinforcement
By doing desired behavior, you are not punished
Extinction
Don’t reward when behavior is undesirable
Punishment
Used punishment for undesirable behavior, least effective reinforcement
Theory X and Theory Y
Theory X Assumptions: Followers are lazy and dislike work and will avoid it
Theory & Assumptions: Work is as natural as play and rest and followers are satisfied with their jobs
Public Sector Motivation
Public Sector employees are motivated by the nature of public service
Acquired Needs Theory
Proposes that people are motivated by their need for achievement, power and affiliation
Process Motivation Theories
Focus on understanding how people choose behavior to fulfill their needs
Equity Theory
Proposes that people are motivated when their perceived inputs equal outputs
Expectancy Theory
Proposes that people are motivated when they believe they can accomplish the task, they will get the reward, and the rewards for doing so are worth the effort
