buad 309 chapter 12
Moreover, if performance quality is constrained
(say, by simple tasks and/or tight quality control procedures), the leader may again be powerless to influence individual work behaviors.
three elements of charismatic leadership in organizations that most experts acknowledge today.
1)charismatic leaders are able to envision likely future trends and patterns, to set high expectations for themselves and for others, and to model behaviors consistent with meeting those expectations. 2) charismatic leaders are able to energize others by demonstrating personal excitement, personal confidence, and consistent patterns of success. 3) charismatic leaders enable others by supporting them, empathizing with them, and expressing confidence in them.
Charisma
A form of interpersonal attraction that inspires support and acceptance
Charismatic leadership
A type of influence based on the leader's personal charisma someone with charisma is more likely to be able to influence others than someone without charisma
Hersey and Blanchard model
Based on the premise that appropriate leader behavior depends on the "readiness" of the leader's followers (i.e., the subordinate's degree of motivation, competence, experience, and interest in accepting responsibility)
GLOBE identified six leader behaviors that can be observed and assessed across a variety of cultures
Charismatic/value-based leadership: Team-oriented leadership: Participative leadership: Humane-oriented leadership: . Autonomous leadership: Self-protective leadership:
leadership neutralizers
Factors that render ineffective a leader's attempts to engage in various leadership behaviors
attribution perspective
Holds that when behaviors are observed in a context associated with leadership, different people may attribute varying levels of leadership ability or power to the person displaying those behaviors
Leadership substitutes
Individual, task, and organizational characteristics that tend to outweigh the leader's ability to affect subordinates' satisfaction and performance leader behaviors may be irrelevant in some situations. Individual Individual professionalism Motivation Experience and training Indifference to rewards Group Group norms Group cohesiveness Job Structured/automated Highly controlled Intrinsically satisfying Embedded feedback Organization Rigid procedures and rules Explicit goals and objectives Rigid reward system
_______ is generally characterized by collectivism, while ___________ is based more on individualism.
Japan US
Transactional leadership
Leadership focused on routine, regimented activities
Vroom's decision tree approach also continues to evolve.
Moreover, Vroom and his associates have continued to develop training and assessment materials to better enable managers to understand their own "natural" decision-making styles. In addition, there are software versions of the various models that now can quickly help managers determine the optimal level of participation in any given situation.
out-group
Receive less of the supervisor's time and attention and are likely to be assigned the more mundane tasks the group must perform and not be "in the loop" when information is being shared. They may also receive fewer rewards and overall weaker support from the leader.
strategic leadership
The capability to understand the complexities of both the organization and its environment and to lead change in the organization so as to achieve and maintain a superior alignment between the organization and its environment a manager needs to have a thorough and complete understanding of the organization—its history, its culture, its strengths, and its weaknesses. In addition, the leader needs a firm grasp of the organization's environment.
in group
The in-group often receives special duties requiring more responsibility and autonomy; they may also receive special privileges, such as more discretion about work schedules. Members of the in-group are also likely to be privy to sensitive information and are likely to know about upcoming events before others. They may also receive more rewards and generally stronger support from the leader.
Ethical leadership
The process of leading based on consistent principles of ethical conduct
neutralizers
These render leadership ineffective.
what attribute is considered positive in some cultures but not in others? and what is it called
This attribute is culturally contingent. sensitivity
Project GLOBE (Global Leadership and Organizational Behavior Research Project)
a global team of researchers has been working on a series of studies under the general heading of
high group cohesiveness
a high-functioning cohesive group can ignore a leader's attempts to engage in leadership behavior. - leadership neutralizer
may also render leader behavior unnecessary
a task characterized by routine, a high degree of structure, frequent feedback, and intrinsic satisfaction
Fiedler
added the concept of stress as a major element of situational favorableness. He also argued that the leader's intelligence and experience play a major role in enabling her or him to cope with various levels of stress that characterize any particular situation
Humane-oriented leadership:
being supportive, considerate, compassionate, and generous; displaying modesty and sensitivity.
leaders were once expected to control situations, direct work, supervise people, closely monitor performance, make decisions, and structure activities, many leaders today are being asked to
change how they manage people. Perhaps the best description of this new role is that the leader is becoming a coach instead of an overseer or supervisor
The new role of the leader has been described as becoming a ________ instead of an overseer.
coach
The leader-member exchange model (LMX) of leadership,
conceived by George Graen and Fred Dansereau, stresses the importance of variable relationships between supervisors and each of their subordinates. differs from earlier approaches in that it focuses on the differential relationship leaders often establish with different subordinates a key factor in the nature of this relationship is whether the individual subordinate is in the leader's out-group or in-group.
Culturally Contingent Negative Leader Attributes
cunning, sensitive, evasive, risk taker, ruler
In the Hersey and Blanchard model, a leader who employs a "telling" style
directs her employees without much in the way of explanation.
vertical dyad.
each superior-subordinate pair is referred to as
Team-oriented leadership:
emphasizes team building and creating a sense of common purpose; includes being collaborative, diplomatic, and administratively competent.
Humane-oriented leaders .
exhibit modesty and sensitivity and tend to be supportive, considerate, compassionate, and generous
Robert House
first proposed a theory of charismatic leadership based on research findings from a variety of social science disciplines. His theory suggests that charismatic leaders are likely to have a lot of self-confidence, firm confidence in their beliefs and ideals, and a strong need to influence people. They also tend to communicate high expectations about follower performance and to express confidence in their followers.
Transformational leadership
focuses on the basic distinction between leading for change and leading for stability. According to this viewpoint, much of what a leader does occurs in the course of normal, routine, work-related transactions—assigning work, evaluating performance, making decisions, and so forth. The set of abilities that allows the leader to recognize the need for change, to create a vision to guide that change, and to execute the change effectively
The emerging pressures for stronger corporate governance models are likely to
further increase the commitment to select only those individuals with high ethical standards for leadership positions in business, and to hold them more accountable than in the past for both their actions and the consequences of those actions.
while both transformational and strategic leadership include the concept of change, transformational leadership
implicitly emphasizes the ability to lead change as the central focus. Strategic leadership, on the other hand, puts greater weight on the leader's ability to think and function strategically.
studies generally have found that ___________ members tend to have a higher level of performance and satisfaction than ________ members.
in group outgroup
charismatic leaders
include Mary Kay Ash, Steve Jobs, Martin Luther King, Jr., Pope John Paul II, Condoleezza Rice, and Ted Turner
The path-goal theory has also undergone major refinements over the years. Its original formulation
included only two forms of leader behavior. A third was later added and then, most recently, the theory evolved to include the four forms of leader behavior
Self-protective leadership:
includes behaviors intending to ensure the safety and security of the leader and the group; includes being self-centered, status conscious, conflict inducing, and face saving.
Universal Negative Leader Attributes
irritable, dictatorial, uncooperative, ruthless, egocentric
transactional leadership
is focused on routine, regimented activitie
Transactional leadership
is routine and does not entail any major change.
attribution perspective
on leadership is especially clear during presidential campaigns. Candidates and their handlers strive to make sure that they are always shown in the best possible light—demonstrating confidence, being sympathetic, knowing what to do, looking poised and well-groomed, and so forth.
In general, the findings of GLOBE suggest that within any cultural cluster, followers _______________ to various leader behaviors.
react in similar ways
Autonomous leadership:
refers to being independent and individualist; being autonomous and unique.
readiness
refers to the subordinate's degree of motivation, competence, experience, and interest in accepting responsibility.
leadership neutralizers
render leadership ineffective even if a leader is present and attempts to engage in leadership behaviors.
leadership neutralizers,
render leadership ineffective even if a leader is present and attempts to engage in leadership behaviors.
According to Project GLOBE, a status conscious leader concerned with saving face most likely follows which leadership style?
self-protective
Charismatic/value-based leadership:
the ability to inspire, to motivate, and to promote high performance; includes being visionary, self-sacrificing, trustworthy, decisive, and performance oriented.
hallmark of effective leadership is
the ability to see which approach is needed.
Participative leadership:
the extent to which leaders involve others in making decisions; being participative and nonautocratic.
when follower readiness is high,
the leader is advised to use a "delegating" style by allowing followers to work independently with little or no oversight.
When subordinate readiness is low,
the leader should rely on a "telling" style by providing direction and defining roles.
In a case of moderate to high follower readiness,
the leader should use a "participating" style, allowing followers to share in decision making
When low to moderate readiness exists,
the leader should use a "selling" style by offering direction and role definition accompanied by explanation and information.
Within the coaching role, some leaders have also excelled at taking on more responsibilities as a mentor—
the role of helping a less experienced person learn the ropes to better prepare himself or herself to advance within the organization.
ross-cultural factors clearly play a growing role in organizations as
their workforces become more and more diverse
The charismatic leader is characterized by three fundamental attributes.
these are behaviors resulting in envisioning, energizing, and enabling.
Universal Positive Leader Attributes
trustworhty, dependable, excellence-orientated, honest, motivating
The one difference that does seem to arise in some cases between men and women is that
women have a tendency to be slightly more democratic in making decisions, whereas men have a similar tendency to be somewhat more autocratic.
