Management Chapter 12

leader member exchange theory

-A method of leadership in which leaders treat each member differently, and as a result, develop unique relationships with each member -called LMX

managerial grid

-A two-dimensional grid showing leaders' different levels of task-oriented and relations-oriented behavior, which results in particular styles of leadership -4 parts: 1. high relationship, low task 2. high relationship, high task 3. low task, low relationship 4. high task, low relationship

neutralizers

-Aspects of a situation that hinder a leader's ability to act a particular way look at table 12.2

substitutes

-Aspects of a situation that make leadership unnecessary

relations oriented behavior

-Behaviors that prioritize interpersonal relationships, the value of workers as humans, and a strong commitment to the unit and its mission

task oriented behaviors

-Behaviors that prioritize the accomplishment of a task in an efficient and reliable way

primary leadership behavior: focusing on the task

-Doing short-term planning -Clarifying roles and objectives -Monitoring operations and performance

trait theory

-Effective leaders possess a similar set of traits and characteristics. -Trait theory is also known as the "great person" theory because early versions of the theory stated that leaders are born, not made. In other words, you either have the right stuff to be a leader, or you don't. And if you don't, there is no way to get it. -Traits are relatively stable characteristics such as abilities, psychological motives, or consistent patterns of behavior

great man theory

-Explained leadership by examining the traits and characteristics of individuals considered to be historically great leaders

leaders and situations

-Fiedler assumes leaders to be incapable of changing their leadership styles. -The key to applying Fiedler's contingency theory in the workplace: *Accurately measure and match leaders to situations. *Teach leaders how to change situational favorableness by changing leader-member relations, task structure, or positive power.

step 1: leadership style (2)

-Fiedler theorized that leadership style is fixed. 1. Task-oriented 2. Relationship-oriented (same categories as Blake-Mouton Grid).

least preferred coworker

-Fiedler used a questionnaire called the Least Preferred Coworker scale to measure leadership style—i.e., whether someone is Task-oriented or Relationship-oriented . -In essence, LPC scale categorizes you based on how you feel about the person with whom you've least enjoyed working—i.e., your "Least Preferred Coworker." -Fiedler's theory says task-oriented leaders usually view their LPCs more negatively, while relationship-oriented view their LPC more positively.

matching leadership styles to situations 2

-In these favorable situations, task-oriented leaders effectively step on the gas of a well-tuned car. Their focus on performance sets the goal for the group, which then charges forward to meet it. But task-oriented leaders also do well in unfavorable situations where leaders are disliked, tasks are unstructured, and the leader doesn't have the power to hire, fire, reward, and punish. In these unfavorable situations, the task-oriented leader sets goals, which focus attention on performance and clarify what needs to be done, thus overcoming low task structure. This is enough to jump-start performance even if workers don't like or trust the leader.

charismatic leader

-Individuals who arouse strong followership through inspirational visions or compelling personal attributes -Patterns in charismatic leaders: 1. Exhibit extreme self-confidence about their values 2. Possess willingness to take personal risks 3. Have a strong moral conviction to exercise their power positively 4. Communicate vision through powerful imagery, symbolism, and metaphor

step 2: determining situation favorableness: fiedler contingency model

-Leaders are more effective depending on the favorability of a leadership situation -a product of: 1. leader-member relations 2. task structure 3. positional power of the leader

leaders v managers

-Leaders begin with the question, "What should we be doing?" -managers start with "How can we do what we're already doing better?"

matching leadership styles to situations 3

-People with moderate LPC scores, who can be somewhat relationship-oriented or somewhat task-oriented, tend to do fairly well in all situations because they can adapt their behavior. -Typically, though, they don't perform quite as well as relationship-oriented or task-oriented leaders whose leadership styles are well matched to the situation.

LMX relationship life cycle

-Phases in which a leader and follower undergo a process that dictates whether followers become part of the in-group or out-group

matching leadership styles to situations

-Relationship-oriented leaders with high LPC scores were better leaders (i.e., their groups performed more effectively) under moderately favorable situations. -In moderately favorable situations, the leader may be liked somewhat, tasks may be somewhat structured, and the leader may have some position power. In this situation, a relationship-oriented leader improves leader-member relations, which is the most important of the three situational factors. In turn, morale and performance improve. -By contrast, task-oriented leaders with low LPC scores are better leaders in highly favorable and unfavorable situations. Task-oriented leaders do well in favorable situations where leaders are liked, tasks are structured, and the leader has the power to hire, fi re, reward, and punish.

common leadership traits

-Self-confidence -Initiative -Risk taking -Persistence -High level of physical energy -for great man and traits based leadership theory

primary leadership behavior: focusing on the people

-Supporting subordinates -Developing subordinates -Recognizing work

leaders v managers 2

-The manager administers; the leader innovates. -The manager is a copy; the leader is an original. -The manager maintains; the leader develops. -The manager focuses on systems and structure; the leader focuses on people. -The manager relies on control; the leader inspires trust. -The manager has a short-range view; the leader has a long-range perspective. -The manager asks how and when; the leader asks what and why. -The manager has his or her eye always on the bottom line; the leader's eye is on the horizon. -The manager imitates; the leader originates.

path goal theory of leadership

-The most important aspect in leadership is the follower's expectation that a task can be accomplished and that it will lead to rewards -task characteristics: Structured or unstructured, Repetitive or diverse, Simple or complex -leader behaviors: Directive, Participative, Supportive, Achievement-oriented -subordinates characteristics: Preferences for structure, Desire for control, Confidence in ability

transactional leadership theory

-The process of a leader providing something the subordinates want -Components of transactional leadership: 1. Contingent reward 2. Active management-by-exception 3. Passive management-by-exception

transformational leadership theory

-The set of behaviors that leaders use to transform, or change, their organization and individuals for the better -Components of transformational leadership: 1. Charisma and vision 2. Inspirational motivation 3. Intellectual stimulation 4. Individualized consideration

situational theory: fiedler's contingency theory 2

-Third, Fiedler assumes that the favorableness of a situation for a leader depends on the degree to which the situation permits the leader to influence the behavior of group members. -Fiedler's third assumption is consistent with our definition of leadership as the process of influencing others to achieve group or organizational goals. -In other words, in addition to traits, behaviors, and a favorable situation to match, leaders have to be allowed to lead. look at figure 12.4

traits based leadership theory

-Tries to reveal a set of universal traits and skills that are relevant in all leadership situations

Path-Goal Theory: When to Use Directive, Supportive, Participative, or Achievement-Oriented Leadership

-directive: unstructured tasks, inexperienced workers, workers with low perceived ability, workers with external locus of control, unclear formal authority system -supportive: structured/simple/repetitive tasks, stressful/frustrating tasks, when workers lack confidence, clear formal authority system -participative leadership: experienced workers, complex tasks, workers with high perceived ability, workers with internal locus of control, workers not satisfied with rewards -achievement oriented leadership: unchallenging tasks

actions that promote access to in groups

-find out what is expected of you -take the initiative to deal with problems -verify the accuracy of info with the boss -encourage honest feedback from the boss -support the leader's effort to make changes -show appreciate when appropriate -challenge flawed plans by being specific -provide upward coaching when appropriate -negotiate ways to expand responsibilities

dif groups of leadership researchers

-first group focused on traits/skills/behaviors of great leaders and try to find a common pattern so can see styles that are effective in all situations *focused on traits (innate personal characteristics) and skills (learned)

leadership styles mapped to subordinates characteristics

-high employee will, low employee skill: guide -high employee will, high employee skill: delegate -low employee will, low employee skill: direct -low employee will, high employee skill: support (up or out)

managerial grid: low relationship, high task

-indivs believe that work is simply a means to an end -they believe that employees needs are secondary to the need for efficient and productive workplaces

managerial grid: low relationship, low task

-indivs do not have a high regard for creating systems, getting the job done, or developing relationships with others

managerial grid: high relationship, high task

-indivs integrate production and people concerns in a mutually reinforcing effort where all behaviors enhance each other -goal-centered team approach

managerial grid: high relationship, low task

-indivs most concerned about the needs and feelings of others -operate under the assumption that as long as people are happy and secure, they will work hard

leader member relations, task structure, and positional power

-leader member relations: Quality of relationships between leaders and followers -task structure: Extent to which standard procedures are in place to complete a task -positional power: Extent to which a leader has authority to evaluate performance and administer rewards or punishments

leaders v managers 3

-managers: do things right, status quo, short term, means, builders, problem solvers, -leaders: do the right things, change, long term, ends, architects, inspiring and motivating

path goal theory of leadership representation

-task characteristics, leadership behaviors, and follower characteristics all lead to expectation of completing task -expectation of completing task leads to rewards and satisfaction

task oriented v relations oriented behavior

-task oriented: Behaviors that prioritize the accomplishment of a task in an efficient and reliable way -relations-oriented behavior: Behaviors that prioritize interpersonal relationships, the value of workers as humans, and a strong commitment to the unit and its mission

situational theory: fiedler's contingency theory

-the first basic assumption of Fiedler's theory is that leaders are effective when the work groups they lead perform well. -So, instead of judging leaders' effectiveness by what they do (i.e., initiating structure and consideration) or who they are (i.e., trait theory), Fiedler assesses leaders by the conduct and performance of the people they supervise. -Second, Fiedler assumes that leaders are generally unable to change their leadership styles and that they will be more effective when their styles are matched to the proper situation.

blake/mouton leadership/management grid

.-Blake and Mouton used two leadership behaviors, concern for people (i.e., consideration) and concern for production (i.e., initiating structure), to categorize five different leadership styles. -Both behaviors are rated on a 9-point scale, with 1 representing "low" and 9 representing "high." -Blake and Mouton suggest that a "high-high," or 9, 9 leadership style is the best. -there isn't one best leadership style -The best leadership style depends on the situation. -In other words, no one leadership behavior by itself and no one combination of leadership behaviors works well across all situations and employees.

4 leadership skills

1. Cognitive skills: A leader's ability to understand the internal and external environments, make decisions with sound reasoning, and communicate effectively 2. Technical skills A leader's knowledge about an organization and job-related activities 3. Interpersonal skills: A leader's ability to interact with others 4. Character: The core values and fundamental beliefs that drive behavior in variable situations

Two leadership behaviors form the basis for many of leadership theories

1. Initiating structure (task-oriented behavior): is the degree to which a leader structures the roles of followers by setting goals, giving directions, setting deadlines, and assigning tasks. A leader's ability to initiate structure primarily affects subordinates' job performance. 2. Consideration: is the extent to which a leader is friendly, approachable, and supportive and shows concern for employees. Consideration primarily affects subordinates' job satisfaction.

LMX relationship life cycle: 3 stages of role making process

1. Stranger phase: Leaders and subordinate interactions are formal and based on organizational policies 2. Acquaintance phase: When a leader offers the subordinate a chance to increase his or her responsibility in the group and the subordinate must accept the new role 3. Mature partnership phase: Leaders and followers develop strong mutual trust, respect, and obligations

2 components of transactional leadership

1. contingent reward: The exchange process between leaders and followers in which leaders offer rewards to subordinates in exchange for their services 2. management by exception: A method of leadership done passively or actively that describes when leaders should intervene to increase a subordinate's effort to meet standards

4 psychological dimensions of personality

1. extraverted v introverted 2. sensing v intuition *sensing: through the 5 physical senses- focus on here and now- concentrate on info that is real and tangible *intuition: through patterns, open to new possibilities and experimentation, focus on connections and relationships between facts 3. thinking v feeling *thinking: logical/analytical *feeling: strength of values 4. judging v perceiving *judging: through organizing and concluding activities in a structured and analytical ways *perceiving: through obtaining new info, open to new ideas and possibilities

3 situational theory

1. fielder's contingency theory 2. hersey and blancher's situational theory 3. house's path-goal theory

2 groups of leader member exchange theory

1. in groups: Favored subordinates who are assigned more interesting tasks, given greater responsibility and authority, and receive more tangible rewards and more resources 2. out groups: Subordinates who are expected to simply comply with formal rules and do what is required of them; as a result, they receive the standard benefits of the job

blake/mouton leadership/management grid: 5 parts

1. team management: leaders who use it display a high concern for people (9) and a high concern for production (9). *work accomplished is from committed people- interdependence through a common stake in org purpose leads to relationship of trust and respect*** 2. authority-compliance leadership style: when they have a high concern for production and a low concern for people. *efficiency in operations results from arranging conditions of work in such a way that human elements interfere to a min degree 3. country club style: occurs when leaders care about having a friendly, enjoyable work environment but don't really pay much attention to production or performance. *thoughtful attention to the needs of people for satisfying relationships leads to a comfortable, friendly org atmosphere and work tempo***

blake/mouton leadership/management grid: 5 parts 2

4. impoverished leader: The worst leadership style, who shows little concern for people or production and does the bare minimum needed to keep his or her job. *exertion of min effort to get required work done is appropriate to sustain org membership*** 5. middle-of-the-road style: occurs when leaders show a moderate amount of concern for both people and production. *adequate org performance is possible through balancing the necessity to get out work with maintaining morale of people at a satisfactory level***

hersey and blanchard's situational theory

Leaders have the flexibility and range of skills to adapt their leadership behavior. This type of leadership is based on the interplay of: 1. The amount of task-related behaviors a leader exhibits 2. The amount of relationship-related behaviors a leader exhibits 3. The level at which followers are mature enough to perform a specific task, function, or objective