MGT 3150 CH 12

managerial grid and who created it?

(Blake and Mouton) a 2 dimensional grid for appraising leadership styles - Measures concern for people (scale of 1-9) - Measures concern for production (scale of 1-9) Concluded that leaders performed best with a 9,9 style

Levels of the Managerial Grid

(Concern for Production, Concern for People) (1,9) Country Club Management (9,1) Task Management (1,1) Impoverished Management (5,5) Middle of the road Management (9,9) Team Management

Situational Leadership theory (SLT)

(Hersey and Blanchard) Directive vs. supportive behavior (task vs. relationship) focusses on follower's readiness. Leaders should adjust their leadership styles in accordance with the readiness of their followers. - acceptance (willing): the followers accept or reject the leader, regardless of what the leader does, so the group's effectiveness depends on the actions of the followers - readiness (able): extent to which people have the ability and willingness to accomplish a specific task 4 levels of behavior: Telling, Selling, Participating, Delegating

Leadership Frameworks by Rensis Likert

- Exploitative-authoritative - Benevolent-authoritative (paternalistic) - Consultative - Participative

4 specific leadership styles of SLT (Situational Leadership Theory)

- Telling/Directing (high task - low relationship) leader defines roles and tells people what, how, when, and where to do various tasks - Selling/Coaching (high task - high relationship) leader provides both directive and supportive behavior - Participating/Supporting (low task - high relationship) leader and followers share in decision making and the main role of the leader is facilitating and communicating - Delegating (low task - low relationship) leader provides little direction or support

What are the leader behaviors identified in the path-goal theory?

- directive: Lets employees know what is expected of them, schedules work, and gives specific guidance as to how to accomplish tasks - supportive: Is friendly and shows concern for the needs of employees - participative: Consults with employees and uses their suggestions before making a decision - achievement-oriented: Sets challenging goals and expects employees to perform at their highest levels

Employee or relationship oriented behaviors

- knowing employees as people - awareness of employee concerns/issues - establishing caring relationships - helping subordinates be successful

outcomes of the 3 leadership styles on the continuum

- laissez-faire: ineffective - autocratic/democratic: equal in terms of producing quantity if work - democratic: most effective in terms of QUALITY work and group SATISFACTION

3 contingency dimensions

- leader/member relations: degree of trust and respect employees have for leaders (good/poor) - task structure: degree to which job assignments are formalized/structured (high/low) - position power: degree of influence leader has over activities such as hiring/firing, discipline, promotions, salary increases (strong/weak) these 3 combined created 8 possible situations. Good, High, Strong was highly favorable while poor, low, weak was highly unfavorable

Larry Spears definition of servant leadership

- non-hierarchical - non-autocratic - focussed on growing people - focused quality and caring - teamwork-oriented - community-oriented - ethical behavior encourages collaboration, trust, foresight, listening, ethics, and influence

Task or work focused behaviors

- structuring work and work methods - making assignments - setting goals - dispensing rewards and punishments - decision making

What does the continuum of leadership styles tell us?

According to research by Tennenbaum and Schmidt, leadership behaviors range all the way from boss-centered (autocratic) to employee-centered (democratic) to Laissez-faire. Democratic can be either consultative or participative Concluded that managers should move toward more employee-centered styles in the long run because of the positive influence such behavior would have of the following: the motivation, decision quality, teamwork, morale, and development of employees.

Who made the managerial grid?

Blake and Mouton

University if Iowa Study

Democratic, Autocratic, and laissez-faire concluded that Democratic was most effective but showed mixed results

Traits associated with leadership

Drive, Desire to lead, Honesty and Integrity, Self-Confidence, Intelligence, Job-Relevant knowledge, extraversion, proneness to guilt

Who created the first contingency model and what was the measuring tool?

Fiedler, least-preferred contingency (LPC) questionnaire

Variables of leadership styles

Individual comfort, employee readiness, and time pressure

supportive leader

Is friendly and shows concern for the needs of employees

Who created the 3 BASIC leadership styles

Kurt Lewin

directive leader

Lets employees know what is expected of them, schedules work, and gives specific guidance as to how to accomplish tasks

Consultative System

Motivation of workers is gained through rewards, occasional punishments, and very little involvement in making decisions and goals. Lower-level employees, in this system, have the freedom to make specific decisions that will affect their work. Communication in this system flows both downward and upward, though upward is more limited. Lower-level employees are seen as consultants to decisions that were made and are more willing to accept them because of their involvement. Satisfaction and productivity in this system improves from benevolent authoritative.

Who made the situational leadership theory?

Paul Hersey and Ken Blanchard

idealized influence

Provides a role model for high ethical behavior, instills pride, gains respect and trust.

4 stages of follower readiness

R1: unable and unwilling R2: unable but willing R3: able but unwilling R4: able and willing

University of Michigan study and who performed it?

Rensis Likert - to see what leads to productivity and job satisfaction - Employee oriented: emphasizes interpersonal relationships and taking care of employee's needs - production oriented: emphasizes technical or task aspects of job, concerned mainly with accomplishing tasks concluded that employee-oriented leaders were associated with high group productivity and higher job satisfaction

Who made the path-goal theory?

Robert House

Path-goal theory

Robert J. House (leader's behavior is contingent to satisfaction, performance and motivation) leader's job is to assist followers in attaining their goals and to provide direction or support needed to ensure that their goals are compatible with the organization's as a group's goals (assumes leaders are flexible) - characteristics of subordinates: locus of control, work experience, ability, and the need for affiliation - environmental characteristics: nature of the task, the formal authority system, and the nature of the work group 4 different leader behaviors: directive, supportive, participative, achievement-oriented

achievement-oriented leader

Sets challenging goals and expects employees to perform at their highest levels

Who developed the CONTINUUM of leadership styles?

Tannenbaum and Schmidt

Relationships between leadership styles and follower readiness

Telling -> unable and unwilling Selling -> unable but willing Participating - > able but unwilling Delegating -> able and willing

Ohio State study

Test how consideration and initiating structure affect performance and satisfaction. consideration - showing concern for individual group members' ideas and feelings initiating structure - structuring work and work relationships to meet job goals/planning, organizing, and coordinating the work of subordinates high-high leadership achieved high subordinate performance and satisfaction, but not in all situations. There was no consistent relationship between consideration or initiating structure with effectiveness

Participative System

This system promotes genuine participation in making decisions and setting goals through free-flowing horizontal communication and tapping into the creativity and skills of workers. Managers are fully aware of the problems that go on in the lower-levels of the organization. All organizational goals are accepted by everyone because they were set through group participation. There is a high level of responsibility and accountability of the organizational goals in all of the employees. Managers motivate employees through a system that produces monetary awards and participation in goal setting. Satisfaction among employees is the highest out of the four systems as is production.

Who made the leader-participation model?

Victor Vroom and Phillip Yetton

servant leadership

When the leader is servant first... It begins with the natural feeling that one wants to serve, to serve first. They make sure that other people's highest priority needs are being served - want to serve others - non-materialistic - not focused on power and control - focused on growing people - desire to give people a voice and help them succeed

autocratic

a leader who centralizes authority, makes decisions, dictates work, limit employee participation

laissez-fair

a leader who gives employees complete freedom to make decisions and to decide work methods

democratic

a leader who involves employees in making decisions, delegates authority, encourages participation in deciding work methods and goals, and uses feedback to coach employees 2 types: - consultive: asks for input but makes final decision - participative: often allows employees to have say in final decision

visionary leaders

ability to create and articulate a realistic, credible, and attractive vision of the future that improves the present situation articulate the vision in a way with strong imagery so followers can visual personally how their lives will be improved

Basic Leadership Styles (Kurt Lewin)

autocratic, democratic, laissez-faire

trust

belief in the integrity, character, and ability of a leader 5 dimensions: INTEGRITY, competence, consistency, loyalty and openness

participative leader

consults with employees and uses their suggestions before making a decision

credibility

degree to which followers perceive someone as honest, competent, and able to inspire

inspirational motivation

degree to which the leader articulates a vision that is appealing and inspiring to followers. Purpose and meaning provide the energy that drives a group forward

intellectual stimulation

degree to which the leader challenges assumptions, takes risks and solicits followers' ideas. They nurture and develop people who think independently.

How does virtual leadership work?

difficult to show emotion because lack of nonverbal gestures (smile/nod) must "read between the lines" and make careful choices about their words be clear about what is expected

charismatic leaders

enthusiastic, self-confident leader whose powerful personality/actions influence people to behave in a certain way -have a vision -ability to articulate vision -willing to take risks for vision -sensitive to environmental constraints and follower needs -demonstrate out of the ordinary behaviors MOST believe that individuals can be trained to exhibit charismatic behaviors

Fiedler contingency model

first comprehensive contingency model, proposes that effective group performance depends on the proper match between a leadership style and degree to which the situation allowed the leader to control and influence keys: - define those leadership styles and the different types of situations - identify the appropriate combinations of style and situation

How does emotional intelligence affect leadership?

high emotional intelligence = higher effectiveness

behavioral theory of leadership

idea that people can choose to become leaders or be trained to become leaders. Leadership can be LEARNED isolates behaviors that differentiate effective leaders from ineffective leaders

empowerment

increasing the decision-making discretion of workers

How does national culture affect leadership?

influences how followers will respond asian - prefer competent decision makers africa - charismatic leaders

trait theory of leadership

isolate characteristics that leaders are BORN with that differentiate leaders from non-leaders researchers have yet to find a set of traits that would always differentiate a leader from a nonleader

transactional leader

lead primarily by using social exchanges (transactions) in a "bargaining relationship"

Leader-member exchange (LMX) theory

leaders create in-groups and out-groups and those in the in-group will have higher performance ratings, less turnover, greater job satisfaction

Leader-Participation model

leadership contingency theory based on sequence of rules for determining how much participation a leader uses in decision making according to different types of situations (normative)

Least-preferred coworker (LPC) questionnaire

measures whether a leader was task or relationship oriented - task oriented leaders were more effective when situation either highly favorable/unfavorable - person oriented leaders were more effective when situation moderately favorable/unfavorable If the leader described the least preferred coworker in relatively positive terms, then the leader was primarily interested in good personal relations with coworkers/relationship oriented. In contrast, if the leader saw the least preferred coworker in relatively unfavorable terms, then that leader was primarily interested in productivity/task oriented. > 64 is relationship oriented < 57 task oriented small amount of people fall in the middle Found not very practical

benevolent-authoritative

motivation is based on the potential for punishment and partially on rewards. Lower level employees are allowed to be involved in policy making but limited to the framework that upper-level authority gives to them. Upper hierarchy knows a little about lower problems and mainly downward communication with little upward. Subordinates in this system can become hostile towards each other because of the competition that is created between them. Productivity is measured between fair to good.

Authentic leadership

self-aware and genuine, aware of their limitations and emotions, show themselves to their followers, don't act one way in public and a different way in private, don't hide their mistakes put the mission and the goals of the organization above their self-interest lead with their heart focus on the long term

leader

someone who can influence others and who has managerial authority

transformational leader

stimulate and inspire followers to achieve extraordinary outcomes. Encourages growth for the good of the long-term goals 4 elements: individualized consideration, intellectual stimulation, inspirational motivation, idealized influence

exploitative-authoritative

tend to use threats, fear, and punishment to motivate their workers. Managers at the top of the hierarchy make all of the decisions and usually unaware of problems at lower levels as a result, workers tend to be hostile towards organizational goals

individualsized consideration

the degree to which the leader attends to each follower's needs, acts as a mentor or coach to the follower and listens to the follower's concerns and needs and celebrates the individual contribution that each follower can make to the team

What 2 things do early leadership theories focus on?

the person and the behaviors

leadership

the process of leading a group and influencing that group to achieve its goals