MGT Chapter 14

Selling Leadership Style

(high task behavior and high relationship behavior) involves two-way communication and psychological support to encourage followers to "own" or "buy into" particular ways of doing things -used when confident people are willing but not able to take responsibility for guiding their own work (R2).

Telling leadership style

(high task behavior and low relationship behavior) is based on one-way communication, in which followers are told what, how, when, and where to do particular tasks. -used when people are insecure and neither willing nor able to take responsibility for guiding their own work (R1)

Participating leadership style

(low task behavior and high relationship behavior) is based on two-way communication and shared decision making. -sed when insecure people are able but not willing to take responsibility for guiding their own work (R3).

Delegating Leadership Style:

(low task behavior and low relationship behavior) is used when leaders basically let workers "run their own show" and make their own decisions. -used when people are willing and able to take responsibility for guiding their own work (R4).

Contingency theory characteristics

-First basic assumption is that leaders are effective when the work groups they lead perform well -Asses leaders by the conduct and performance of the people they supervise -Assumes that leaders are generally unable to change their leadership style

Subordinate and Environmental Contingencies

-Path goal theory specifics that leader behavior should be adapted to subordinate characteristics -three kinds of subordinate contingencies: perceived ability, experience, and locus of control

Consideration (employee-centered leadership) characteristics

-Primarily affect subordinates' job satisfaction -Behaviors induce listening to employees' problems and concerns, consulting with employees before making decisions, and treating employees as equals

Fiedler

-assumes that leadership styles are tied to leaders' underlying needs and personalities. -way leaders treat people is the way they have always treated others -uses a questionnaire called the Least Preferred Coworker (LPC) scale to measure leadership style. -people are instructed to consider all of the people with whom they have ever worked and then to choose the one person with whom they have worked least well.

leader-member relations

-most important situational factor the degree to which followers respect, trust, and like their leaders

Charismatic leaders also

Articule clear vision for future based on strongly held values of morals Model those values by acting in a way consistent with the vision Communicate high performance expectations to followers Display confidence in followers' abilities to achieve the vision

Types of leadership behaviors characteristics

Both universities agreed these were the two basic leader behaviors, however they differed when discussing how these two behaviors were related to one another and which are necessary for effective leadership U michigan studies indicate that initiating structure and consideration were mutually exclusive behaviors on opposite ends of the same continuum. Leaders who wanted to be more considerate would have to do less initiating of structure Researchers at Ohio University and U texas found that initiating structure and consideration were independent behaviors leaders can be considerate and initiate structure at the same time Addition evidence supports these findings

Adapting Leader Behavior: Normative Decision Theory

Deciding how to make decisions is just as important as making tough decisions

Charismatic Leadership characteristics

Does not lead with authority or power, but rather charm and personality - Influence over followers, Charismatic leaders strong, confident, dynamic personalities that attract followers and enable the leaders to create strong bonds with their followers.

Emotional stability

Even when things go wrong, they remain even-tempered and consistent in their outlook and in the way they treat others

Outcomes or path goal theory

Evidence suggest that path-goal theory improves subordinate satisfaction and performance people who work for supportive leaders are much more satisfied with their jobs and their bosses Likewise, people who work for directive leaders are more satisfied with their jobs and bosses (but not quite as much as when their bosses are supportive) and perform their jobs better, too Does adapting one's leadership style to subordinate and environmental characteristics improve subordinate satisfaction and performance? - too early to tell, but probably

leaders are incapable of changing their leadership styles

Fiddler assumers

four major situational approaches to leadership

Fiedler's contingency theory, path-goal theory, Hersey and Blanchard's Situational Leadership theory, and Vroom, Yetton, and Jago's normative decision model -ll assume the effectiveness of any leadership style

Leadership Styles

In general, as people become more "ready," and thus more willing and able to guide their own behavior, leaders should become less task oriented and more relationship oriented. - then less of both as they become even more ready and eventually become their own leader -Theory is simpler so it has that appeal but more studies don't support this theory Except for at lower levels (R1)

focus on vision, mission, goals, and objectives, see themselves as promoters of change and challengers of the status quo in that they encourage creativity and risk taking. take a long-term view inspire and motivate others to find their own solutions. more concerned with ends, what gets done

Leaders

drive, the desire to lead, honesty/integrity, self-confidence, emotional stability, cognitive ability, and knowledge of the business. -are tenacious and better to overcome obstacles that might deter others

Leaders are different from non-leaders in the following traits

Leader's Characteristics

Leaders are often times introverts CEOs who were humble were more likely to empire the top management team Trait theory assumes we can select the right people for leadership (because they have the right traits) Behavioral theories of leadership imply that we can train people to be leaders

Fielder's contingency theory assumes that leadership styles are consistent and difficult to change, therefore, leaders must lace in or matched to a situation that fits their leadership style Other three assumes leases are capable of adapting and adjusting leaderships styles to fit situation

One theory differs from others

have task-oriented leadership styles

People who describe their LPC in a negative way (scoring 57 or below)

have relationship-oriented leadership styles.

People who describe their LPC in a positive way (scoring 64 and above)

Fielders theory drawbacks

Problem - the complexity of the theory Most leaders did not understand what they were supposed to do to change their situations or if they didn't like their LPC profile that changed it to better fit their view of themselves

job readiness and psychological readiness

Readiness has two components

Situational favorableness (Exhibit 14.2)

Situation I is the most favorable situation, followers like and trust their leaders and know what to do since tasks are highly structured Situation VIII is least favorable - followers do not trust their leaders and are unsure of what they are supposed to be doing, leaders don't have power

Leadership Behaviors

Specific behaviors that leaders use to improve subordinate satisfaction and performance

directive leadershipp

System is unclear

trait theory characteristics

Taller people are perceived as leaders Trait theory is also known as the "great person" theory because early versions of the theory stated that leaders are born, not made.

1,1 impoverished leader,

The worst leadership style, according to the grid, who shows little concern for people or production and does the bare minimum needed to keep his or her job.

Desire to lead

They want to be in charge and think about ways to influence or convince others about what should or shouldn't be done.

leader-member relations, task structure, and position power.

Three situation factors determine the favorability of a situation

directive leadership

When task structure is low

supportive leadership

When tasks are stressful or disastifying

supportive leadershipp

When tasks are stressful or repetitive

Participative leadership

a leadership style in which the leader consults employees for their suggestions and input before making decisions -When people participate in decisions, they become more committed

Supportive leadership

a leadership style in which the leader is friendly and approachable to employees, shows concern for employees and their welfare, treats them as equals, and creates a friendly climate -Similar to considerate leader behavior

Directive leadership

a leadership style in which the leader lets employees know precisely what is expected of them, gives them specific guidelines for performing tasks, schedules work, sets standards of performance, and makes sure that people follow standard rules and regulations -Important during economic downturns and periods during which a company is struggling -Similar to initiating structure

Achievement-oriented leadership

a leadership style in which the leader sets challenging goals, has high expectations of employees, and displays confidence that employees will assume responsibility and put forth extraordinary effort

Path-Goal Theory

a leadership theory states that leaders can increase subordinate satisfaction and performance by clarifying and clearing the paths to goals and by increasing the number and kinds of rewards available for goal attainment

Contingency theory

a leadership theory states that to maximize work group performance, leaders must be matched to the situation that best fits their leadership style

Trait Theory

a leadership theory that holds that effective leaders possess a similar set of traits or characteristics

Locus of control

a personality measure that indicates the extent to which people believe that they have control over what happens to them in life

Normative decision theory

a theory that suggests how leaders can determine an appropriate amount of employee participation when making decisions

task-oriented leaders with low LPC scores

are better leaders in highly favorable and unfavorable situations.

Adapting Leader Behavior: Hersey and Blanchard's Situational Leadership Theory

based on the idea of follower readiness. argue that employees have different levels of readiness for handling different jobs, responsibilities, and work assignments.

Honesty

being truthful with others, is a cornerstone of leadership,

Externals

believe that what happens to them is caused by external forces beyond their control. -are much more comfortable with directive leadership style

Internals

believe that what happens to them, good or bad, is largely a result of their choices and actions.

Self-confidence

believing in one's abilities

Job readiness

consists of the amount of knowledge, skill, ability, and experience people have to perform their jobs.

Task structure

degree to which the requirements of a subordinate's tasks are clearly specified.

the best leadership style

depends on the situation

four leadership styles in path-goal theory

directive, supportive, participative, and achievement oriented.

(Blake and Mouton leadership grid)

go over notes/ textbooks

When Fiedler refers to leadership style,

he means the way that leaders generally behave toward their followers.

Perceived ability

how much ability subordinates believe they have for doing their jobs well -Subordinates who perceive they have a great deal of ability will be dissatisfied with directive behaviors -Experienced employees are likely to react in a similar way

R1

insecure people who are neither willing nor able to take responsibility for guiding their own work

Psychological readiness

is a feeling of self-confidence or self-respect. job readiness and psychological readiness are combined to produce four different levels of readiness in Hersey and Blanchard's Situational Leadership theory R1-R4

High-high leadership

is the best, called team management because leaders who use it display a high concern for people (9) and a high concern for production

path-goal theory characteristics

leader behavior must be a source of immediate or future satisfaction for followers Second, while providing the coaching, guidance, support, and rewards necessary for effective work performance, leader behaviors must complement and not duplicate the characteristics of followers' work environments. Leadership behaviors mist offer something unique and valuable to followers beyond what they're already experiencing Path-goal theory assumes that leaders can change and adapt their leadership styles

9,1 authority-compliance leadership style

leaders use this styles when they have a high concern for production and a low concern for people.

focus on productivity and efficiency, see themselves as preservers of the status quo relatively short-term perspective solve problems so that others can do their work concerned with means, how to get things done

managers

Formal Authority system

n organization's set of procedures, rules, and policies. -

1,9 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.

5,5 middle-of-the-road style

occurs when leaders show a moderate amount of concern for both people and production.

40%

of CEO's are introverts

Situational theory defines leadership styles in terms

of task behavior (that is, concern for production) and relationship behavior (that is, concern for people). these two behaviors can be combined to form four different leadership styles: telling, selling, participating, and delegating.

Leaders must meet two conditions for path clarification

path clearing, and rewards to increase followers' motivation and effort.

R2

people who are confident and are willing but not able to take responsibility for guiding their own work

Drive

refers to high levels of effort and is characterized by achievement, motivation, initiative, energy, and tenacity.

Traits

relatively stable characteristics, such as abilities, psychological motives, or consistent patterns of behavior

R4

represents people who are confident and willing and able to take responsibility for guiding their own work a follower's readiness is usually task specific

R3

represents people who are insecure and are able but not willing to take responsibility for guiding their own work

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. - but they dont perform as well as relationship-oriented or task oriented leaders whose styles are well matched to the situation

Path goal theory specifics

that leader behaviors should complement rather than duplicate the characteristics of followers' work environments three kinds of environmental contingencies: task structure, the formal authority system, and the primary work group

Performance readiness

the ability and willingness to take responsibility for directing one's behavior at work

Strategic leadership

the ability to anticipate, envision, maintain flexibility, think strategically, and work with others to initiate changes that will create a positive future for an organization -captures how leaders inspire their companies to change and their followers to give extraordinary effort to accomplish organizational goals. Visionary Leadership: leadership that creates a positive image of the future that motivates organizational members and provides direction for future planning and goal setting

Primary work group

the amount of work-oriented participation or emotional support that is provided by an employee's immediate work group

Charismatic Leadership

the behavioral tendencies and personal characteristics of leaders that create an exceptionally strong relationship between them and their followers

Initiating structure (job-centered leadership)

the degree to which a leader structures the roles of followers by setting goals, giving directions, setting deadlines, and assigning tasks

Situational favorableness

the degree to which a particular situation either permits or denies a leader the chance to influence the behavior of group member -highly favorable - leaders find their actions influence followers -Highly unfavorable - leaders have little or no success influencing the people they are trying to lead

Position power

the degree to which leaders are able to hire, fire, reward, and punish workers

Task Structure

the degree to which the requirements of a subordinate's tasks are clearly specified

Consideration (employee-centered leadership):

the extent to which a leader is friendly, approachable, and supportive and shows concern for employees

Integrity

the extent to which leaders do what they say they will do.

to the workplace is to accurately match leaders to situations or teach them how to change situational favorableness

the key to applying Fiedler's contingency theory

Leadership

the process of influencing others to achieve group or organizational goals the primary difference between leaders and managers is that leaders are concerned with doing the right thing, while managers are concerned with doing things right

Putting Leaders in the Right Situation: Fiedler's Contingency Theory

the situational approach to leadership is the third major method used in the study of leadership

leadership style:

the way a leader generally behaves toward followers, depends on the situation

Leadership styles

the way a leader generally behaves toward followers, the normative decision theory specifies five different decision styles, -Those styles vary from autocratic decisions (AI or AII) on the left, in which leaders make the decisions by themselves, to consultative decisions (CI or CII), in which leaders share problems with subordinates but still make the decisions themselves, to group decisions (GII) on the right, in which leaders share the problems with subordinates and then have the group make the decisions. ABC decisions on the page

Strong cognitive abilities

their smart capacity to analyse large amounts of seemingly unrelated, complex information and see patterns, opportunities, or threats where others might not see them.

Hersey and Blanchard's Situational Leadership Theory

theory that says leaders need to adjust their leadership styles to match followers' readiness

have a more flexible leadership style and can be somewhat relationship-oriented or somewhat task-oriented.

those with moderate scores (from 58 to 63)

Knowledge of the business

understand the key technological decisions and concerns facing their companies

According to the normative decision theory

using the right degree of employee participation improves the quality of decisions and the extent to which employees accept and are committed to decisions (that is, buy-in).

Relationship-oriented leaders with high LPC scores

were better leaders (that is, their groups performed more effectively) under moderately favorable situations. - in this situation, these laters which is the most important of the three situational factors. In turn, morale and performance improve.

no directive leadership

when task structure is high

Participative leadership should be used

when tasks are complex, there is little existing work-oriented participation in the primary work group -