management - chapter 12

job centered leadership style

a behavioral leadership style that emphasizes employee tasks and the methods used to accomplish them leadership dimension developed by the university of michigan that is similar to structuring

the term responsible leadership is being used to describe managers who .....

actively pursue corporate social responsibility (CSR) initiatives

substitues for leadership

are characteristics of the task, of subordinates, or of the organization that replace the need for a leader.

strategic leaders

develop and implement effective strategic plans

voice

employees willing to give their ideas to coworkers and managers

upward voice

employees willing to speak up to solve problems and opportunities and to challenge management behavior

leader-member exchange theory

leaders create positive relationships with each individual. Positive LMX increase employee job attitudes, OCB, creativity, and performance; as it decreases conflict and turnover

leadership continuum model

used to determine which of seven styles of leadership, on a continuum from autocratic (boss centered) to participative (employee centered), is best for a given situation.

subordinate situational factors

1) authoritarianism (the degree to which employees defer to leaders and want to be told what to do and how to do the job), (2) locus of control, and (3) ability (the extent of employees' ability to perform tasks to achieve goals).

Ghiselli six (6) traits that are important to effective leadership

(1) supervisory ability—getting the job done through others (basically, the ability to perform the four functions of management you are studying in this course), (2) need for occupational achievement, (3) intelligence, (4) decisiveness, (5) self-assurance, and (6) initiative.

environmental situational factors

(1) task structure (repetitiveness in the job), (2) formal authority (leader's power), and (3) work group (the extent to which coworkers contribute to job satisfaction).

Substitutes for leadership are situational factors that replace the need for leadership.

.

billy graham (4) four main character traits as personal qualities of leadership

1. integrity 2. personal security 3. sense of priority 4. vision

participative leadership style

The leader considers employee input when making decisions. Participative leadership is appropriate when subordinates want to be involved, have an internal locus of control, and have high ability. Participative leadership is also appropriate when the task is complex, authority is either strong or weak, and job satisfaction from coworkers is either high or low

supportive leadership style

The leader provides high consideration. Supportive leadership is appropriate when subordinates do not want authoritarian leadership, have an internal locus of control, and have high ability. Supportive leadership is also appropriate when the task is simple, formal authority is weak, and the work group does not provide job satisfaction.

directive leadership style

The leader provides high structure. Directive leadership is appropriate when subordinates want authoritarian leadership, have an external locus of control, and have low ability. Directive leadership is also appropriate when the task is complex or ambiguous, formal authority is strong, and the work group provides job satisfaction.

achievement-oriented leadership style

The leader sets difficult but achievable goals, expects subordinates to perform at their highest level, and rewards them for doing so. In essence, the leader provides both high structure and high consideration. Achievement-oriented leadership is appropriate when subordinates are open to authoritarian leadership, have an external locus of control, and have high ability. Achievement-oriented leadership is also appropriate when the environmental task is simple, authority is strong, and job satisfaction from coworkers is either high or low.

5 five major leadership styles

The leader with an impoverished management style has low concern for both production and people. The leader with an authority-compliance management style has a high concern for production and a low concern for people. The leader with a country club management style has a high concern for people and a low concern for production. The leader with a middle-of-the-road management style has balanced, medium concern for both production and people. The leader with a team management style has a high concern for both production and people. This leader strives for maximum performance and employee satisfaction.

visionary leaders

create an image of the organization in the future that provides direction for setting goals and developing strategic plans.

substitutes for leadership

are characteristics of the task, of subordinates, or of the organization that replace the need for a leader. These characteristics can also neutralize the effect of leadership behavior. That is, the following may substitute for or neutralize leadership by providing direction and/or support: characteristics of the task, subordinates, and the organization. For routine tasks with highly skilled subordinates in mechanistic structured organizations, employees don't need supervisory instructions. Today, with shared leadership in teams, there is less need for a manager.

two dimensional leadership styles

are four possible leadership styles that are based on the dimensions of job structure and employee consideration.

two dimensional leadership styles (pt 2)

are four possible leadership styles that are based on the dimensions of job structure and employee consideration.

leadership trait theorists

attempt to determine a list of distinctive characteristics that account for leadership effectiveness. It is heavily influenced by the "great person" perspective identifying physical and psychological traits, such as appearance, aggressiveness, self-reliance, persuasiveness, and dominance in an effort to identify a set of traits that all successful leaders possessed.

situational approaches to leadership

attempt to determine appropriate leadership styles for particular situations.

behavioral leadership theorists

attempt to determine distinctive styles used by effective leaders

behavioral leadership theories

attempt to determine distinctive styles used by effective leaders. Leadership style is the combination of traits, skills, and behaviors managers use in interacting with employees.

contemporary leadership theories

attempt to determine how effective leaders interact with, inspire, and support followers

situational leadership theories

attempt to determine the appropriate leadership styles for particular situations using models.

trait theory

attempts to determine a list of distinctive characteristics that account for leadership effectiveness. Trait theory leadership style is based on the leader's personal traits and characteristics.

(3) three basic leadership styles

autocratic (similar to theory X behavior) democratic (similar to theory Y behavior) laissez-faire (a leave employees alone approach)

transformational leaders

bring about continuous learning, innovation, and change Transformational leaders are good at overcoming resistance to change. They are motivational, as transformers gain acceptance of the mission and group's purpose and motivate followers to go beyond (transcend) their own self-interest for the good of the organization and group.

situational leadership theory is also called

contingency theory

The demands of leadership placed on managers in the United States are very similar to the demands placed on managers and leaders throughout the world.

false

servant leaders

help others by placing their needs ahead of self

leadership grid

identifies the ideal leadership style as incorporating a high concern for both production and people.

leadership grid (pt 2)

identifies the ideal leadership style as incorporating a high concern for both production and people.

charismatic leaders

inspire loyalty, enthusiasm, and high levels of performance

normative leadership model

is a time-driven or development-driven decision tree used in selecting one of five leadership styles based on seven questions/variables to maximize a decision in a given situation.

path goal model

is used to determine employee objectives and to clarify how to achieve them using one of four leadership styles. concerned with how leaders influence employee's perceptions of goals and the direction they take in achieving goals

situational leadership model

is used to select one of four leadership styles that match the employees' maturity level in a given situation.

the contingency leadership model

used to determine if leadership style is task or relationship oriented and if the situation matches the style.

transactional leaders

make social exchanges to get the job done The exchange involves the principle that "you do this work for me and I'll give this reward to you, and I'll punish you if you don't." Transactional leaders promote stability rather than change and are described as task and reward oriented, structured, and passive. Transactional leadership occurs mostly among middle and first-line managers, but some top-level managers are transactional.

top managers develop the _______

mission and vision

authentic leaders develop ______ relationships

open, honest, trusting they seek others input (voice) to improve performance

situational favorableness

refers to the degree to which a situation enables you to exert influence over followers. The more control you have over followers, the more favorable the situation. The three variables that determine situational favorableness are as follows: 1. leader-follower relations = is the relationship between you and followers good or poor? 2. task structure = is the task structures (repetitive/routine) or unstructured (not routine) 3. position power - do you have position power?

maturity level

refers to the level of employee development (competence and commitment) or readiness to do the job (ability and willingness). If employee maturity is low, you use a telling style, giving employees explicit directions about how to accomplish a task. If employee maturity is moderate to low, you use a selling style, explaining decisions to gain understanding. If employee maturity is moderate to high, you use the participating style to facilitate decision making among subordinates. And if employee maturity is high, you use a delegating style, giving employees responsibility for decisions and their implementation. Note that ability and motivation/willingness

path-goal model

used to determine employee objectives and to clarify how to achieve them using one of four leadership styles. The model focuses on how leaders influence employees' perceptions of their goals and the paths they follow toward goal attainment.

contingency leadership model

used to determine if leadership style is task or relationship oriented and if the situation matches the style.

leadership style

s the combination of traits, skills, and behaviors managers use in interacting with employees. Note that behavioral theorists focus on the leaders' behaviors. However, behaviors are based on traits and skills, and the leader's behavior affects others' behavior

basic leadership

styles include autocratic, democratic, and laissez-faire.

followership

taking responsibility for shared goals, being a self-starter, and telling leaders the truth when they mess up.

consideration

the extent to which the leader communicates to develop trust, friendship, support, and respect. This dimension focuses on developing relationships with employees.

structuring

the extent to which the leader takes charge to plan, organize, lead, and control as the employee performs the task. This dimension focuses on getting the job done.

leadership

the process of influencing employees to work toward achieving objectives

visionary and charismatic leadership is often associated with

top level strategic management

Many believe that leaders should possess more masculine traits such as assertiveness, decisiveness, confidence, dominance, and ambition.

true

leadership continuum model (pt 2)

used to determine which of seven styles of leadership, on a continuum from autocratic (boss centered) to participative employee centered) is best for a given situation. before selecting one of the seven leadership styles, the leader must consider the following three variables: the leader's preferred style, the followers' preferred style for the leader, and the situation.

ethical leadership

using ethical behavior and encourage employees to be ethical to influence employee ethical behavior