Ch 10 b
manager is very indifferent, exerts minimal effort to get work done, assumes little responsibility; shows minimal concern for people or results
Impoverished Management
behavior that defines work and establishes well-defined communication patterns and clear relationships between the leader and subordinate.
Initiating structure indicates
a tool for measuring practices they found common in leaders.
Leadership Practices Inventory.
manager is very status quo oriented, focuses on balancing getting work out with maintaining positive morale, tests opinions with others to get support for decisions.
Middle of the Road Management
used in leadership development programs to assist participants to learn more about themselves and how they respond to others;
Myers-Briggs Type Indicator
interacting with individuals both within and outside the organization can provide important information, build peer relationships, and promote cooperation.
Networking
started a series of in-depth studies on the behavior of leaders in a wide variety of organizations.
Ohio States studies
manager manipulates and exploits others, persuades others to do work that benefits manager personally, relies on whatever approach needed to gain personal advantage.
Opportunistic Management
manager prescribes and guides, defines initiatives for self and others, offers praise and appreciation, discourages challenging of plans or decisions.
Paternalistic Management
contingency leadership concept, which focuses on the leader's effect on the subordinate's motivation to perform, was developed by Evans and House
Path-Goal Leadership Model
emphasized performance and the more technical characteristics of work.
Production-oriented leaders
focus more on the interactions among leaders and their followers than on characteristics of the leaders themselves
Reciprocal Approaches to Leadership.
emphasize leadership skills, behavior, and roles thought to be dependent on the situation
Situational and Contingency Approaches
manager is very sound, focuses on contribution, involvement, and commitment of all; develops a relationship of trust and respect
Team Management
Leadership studies conducted at the Institute for Social Research at the University of Michigan were designed to characterizes leadership effectiveness.
University of Michigan Leadership Studies
participating in a continuous process of learning and reflection
action learning
argyris's immaturity-maturity theory wants employers to
allow employees to grow so they can use full potential
number of changes take place in the personality of individuals as they develop into mature adults over the years
argyris's immaturity-maturity theory
makes most of the decisions
autocratic leader
Early studies on leadership identified three basic styles:
autocratic, laissez-faire, and democratic
Comes from the authority of the leader to punish those who do not comply.
coercive power
indicates behavior that expresses friendship, develops mutual trust and respect, and develops strong interpersonal relationships with subordinates.
consideration
Two dimensions of leadership behavior emerged from those Ohios state studies
consideration and initiating structure
developed a leadership contingency model in which he defined three major situational variables
contingency approach
manager is very accommodating; focuses on needs of people to achieve a friendly, harmonious environment; generates enthusiasm by focusing on the positive.
country club management
guides and encourages group decisions
democratic leader
DISC assessment focusses on
dominance, influence, steadiness, and conscientiousness
emergining leadership competencies
emotional intelligence, social intelligence, and metacognition
were identified by their special emphasis on the human relations part of their job.
emplyee center leaders
interacting one-on-one with a coach to assess leader strengths and weakness and develop a comprehensive plan for leadership development.
executive coaching
Held by those leaders who are viewed as being competent in their job
expert power
The MBTI® categorizes personality on four dimensions
extroversion/introversion, sensing/intuition, thinking/feeling, judgment-perception
Based on the leader's possession of or access to information that others perceive as valuable
information power
holding positions that provide leadership experiences.
job assignments
follows the group to make decisions
laissez-faire
task behavior and relationship behavior are used to describe concepts similar to those of consideration and initiating structure in the Ohio State studies.
leader effectiveness model
three variables seem to determine if a given situation is favorable to leaders:
leader-member relations, task structure, position power
developed a continuum, or range, of possible leadership behaviors; each type of behavior is related to the degree of authority used by the manager and the amount of freedom available to subordinates in reaching decisions
leadership continuum
approaches to leadership
leadership continuum, leadereffectiveness, contingency approach, path-goal leadership model
Comes from the formal position held by an individual in an organization
legitimate power
stressed the importance of understanding the relationship between motivation and philosophies of human nature.
mecgregor
receiving support from more experienced colleagues to help in career development
mentoring
ability to learn and adapt to change
metacognition
assumes that individuals react rationally in pursuing certain goals because those goals ultimately result in highly valued payoffs to the individual.
path-goal theory
draws heavily on the concept of emotional intelligence and emphasizes the importance of empathic listening and resonance, a leader's ability to perceive and influence the emotions of others.
primal leadership
Based on identification of followers with a leader.
referent power
Comes from a leader's ability to reward others.
reward power
describe individuals who were servants first, not leaders first; those who worked to be sure that others' needs were met and helped others to grow both physically and emotionally.
servant leadership
leader effectiveness model defines terms as
task behavior and relationship behavior
motivation will be primarily through fear and that the supervisor will be required to maintain close surveillance of subordinates if the organizational object
theory x
emphasizes managerial leadership by permitting subordinates to experience personal satisfaction and to be self-directed.
theory y
leadership effectiveness requires
trait concepts, behavioral concepts, reciprocal approaches, basic leadership styles, and situational and contingency approaches
occurs when leaders transform or change their followers in ways that lead the followers to: trust the leader, perform behaviors that contribute to the achievement of organizational goals and perform at a high level.
transformational leadership
reciprocal approaches to leadership
transformational, servant, emerging competencies, primal
Value an employee places on rewards offered by the organization
valence
getting evaluative input from subordinates, peers, and superiors
360 feedback
The UofM leadership studies isolated two major concepts of leadership
: employee orientation and production orientation.
manager is very controlling, focuses on efficiency and results, enforces rules and expects results.
Authority Obedience Management
became the basis for the Leadership Grid
Blake and Mouton Managerial Grid
focuses on intensity demonstrated within each dimension.
DISC assessmnt