Ch 10 b

manager is very indifferent, exerts minimal effort to get work done, assumes little responsibility; shows minimal concern for people or results

Impoverished Management

behavior that defines work and establishes well-defined communication patterns and clear relationships between the leader and subordinate.

Initiating structure indicates

a tool for measuring practices they found common in leaders.

Leadership Practices Inventory.

manager is very status quo oriented, focuses on balancing getting work out with maintaining positive morale, tests opinions with others to get support for decisions.

Middle of the Road Management

used in leadership development programs to assist participants to learn more about themselves and how they respond to others;

Myers-Briggs Type Indicator

interacting with individuals both within and outside the organization can provide important information, build peer relationships, and promote cooperation.

Networking

started a series of in-depth studies on the behavior of leaders in a wide variety of organizations.

Ohio States studies

manager manipulates and exploits others, persuades others to do work that benefits manager personally, relies on whatever approach needed to gain personal advantage.

Opportunistic Management

manager prescribes and guides, defines initiatives for self and others, offers praise and appreciation, discourages challenging of plans or decisions.

Paternalistic Management

contingency leadership concept, which focuses on the leader's effect on the subordinate's motivation to perform, was developed by Evans and House

Path-Goal Leadership Model

emphasized performance and the more technical characteristics of work.

Production-oriented leaders

focus more on the interactions among leaders and their followers than on characteristics of the leaders themselves

Reciprocal Approaches to Leadership.

emphasize leadership skills, behavior, and roles thought to be dependent on the situation

Situational and Contingency Approaches

manager is very sound, focuses on contribution, involvement, and commitment of all; develops a relationship of trust and respect

Team Management

Leadership studies conducted at the Institute for Social Research at the University of Michigan were designed to characterizes leadership effectiveness.

University of Michigan Leadership Studies

participating in a continuous process of learning and reflection

action learning

argyris's immaturity-maturity theory wants employers to

allow employees to grow so they can use full potential

number of changes take place in the personality of individuals as they develop into mature adults over the years

argyris's immaturity-maturity theory

makes most of the decisions

autocratic leader

Early studies on leadership identified three basic styles:

autocratic, laissez-faire, and democratic

Comes from the authority of the leader to punish those who do not comply.

coercive power

indicates behavior that expresses friendship, develops mutual trust and respect, and develops strong interpersonal relationships with subordinates.

consideration

Two dimensions of leadership behavior emerged from those Ohios state studies

consideration and initiating structure

developed a leadership contingency model in which he defined three major situational variables

contingency approach

manager is very accommodating; focuses on needs of people to achieve a friendly, harmonious environment; generates enthusiasm by focusing on the positive.

country club management

guides and encourages group decisions

democratic leader

DISC assessment focusses on

dominance, influence, steadiness, and conscientiousness

emergining leadership competencies

emotional intelligence, social intelligence, and metacognition

were identified by their special emphasis on the human relations part of their job.

emplyee center leaders

interacting one-on-one with a coach to assess leader strengths and weakness and develop a comprehensive plan for leadership development.

executive coaching

Held by those leaders who are viewed as being competent in their job

expert power

The MBTI® categorizes personality on four dimensions

extroversion/introversion, sensing/intuition, thinking/feeling, judgment-perception

Based on the leader's possession of or access to information that others perceive as valuable

information power

holding positions that provide leadership experiences.

job assignments

follows the group to make decisions

laissez-faire

task behavior and relationship behavior are used to describe concepts similar to those of consideration and initiating structure in the Ohio State studies.

leader effectiveness model

three variables seem to determine if a given situation is favorable to leaders:

leader-member relations, task structure, position power

developed a continuum, or range, of possible leadership behaviors; each type of behavior is related to the degree of authority used by the manager and the amount of freedom available to subordinates in reaching decisions

leadership continuum

approaches to leadership

leadership continuum, leadereffectiveness, contingency approach, path-goal leadership model

Comes from the formal position held by an individual in an organization

legitimate power

stressed the importance of understanding the relationship between motivation and philosophies of human nature.

mecgregor

receiving support from more experienced colleagues to help in career development

mentoring

ability to learn and adapt to change

metacognition

assumes that individuals react rationally in pursuing certain goals because those goals ultimately result in highly valued payoffs to the individual.

path-goal theory

draws heavily on the concept of emotional intelligence and emphasizes the importance of empathic listening and resonance, a leader's ability to perceive and influence the emotions of others.

primal leadership

Based on identification of followers with a leader.

referent power

Comes from a leader's ability to reward others.

reward power

describe individuals who were servants first, not leaders first; those who worked to be sure that others' needs were met and helped others to grow both physically and emotionally.

servant leadership

leader effectiveness model defines terms as

task behavior and relationship behavior

motivation will be primarily through fear and that the supervisor will be required to maintain close surveillance of subordinates if the organizational object

theory x

emphasizes managerial leadership by permitting subordinates to experience personal satisfaction and to be self-directed.

theory y

leadership effectiveness requires

trait concepts, behavioral concepts, reciprocal approaches, basic leadership styles, and situational and contingency approaches

occurs when leaders transform or change their followers in ways that lead the followers to: trust the leader, perform behaviors that contribute to the achievement of organizational goals and perform at a high level.

transformational leadership

reciprocal approaches to leadership

transformational, servant, emerging competencies, primal

Value an employee places on rewards offered by the organization

valence

getting evaluative input from subordinates, peers, and superiors

360 feedback

The UofM leadership studies isolated two major concepts of leadership

: employee orientation and production orientation.

manager is very controlling, focuses on efficiency and results, enforces rules and expects results.

Authority Obedience Management

became the basis for the Leadership Grid

Blake and Mouton Managerial Grid

focuses on intensity demonstrated within each dimension.

DISC assessmnt