Chapter 11: Traditional Leadership Approaches

Decision styles (degree of employee's participation in decision making)

- Decide - Delegate - Consult (Individually) - Consult (Group) - Facilitate

4 Leader Behaviors of Path-Goal Theory

- directive leadership - supportive leadership - participative leadership - achievement-oriented leadership

Two Decision Trees

1. Time-Driven Decision Tree 2. Development-Driven Decision Tree

Behavioral approach to leadership

Attempted to identify behaviors that differentiated effective leaders from nonleaders

Trait approach to leadership

Attempted to identify stable and enduring character traits that differentiated effective leaders from nonleaders

Vroom's Decision Tree Approach

Attempts to prescribe how much participation subordinates should be allowed in making decision by significance of decision

Ohio State Leadership Studies

Defines leader consideration and initiating-structure behaviors and independent dimensions of leadership

Vroom's decision tree model has been fully scientifically tested (T/F)

F

employee-centered leader behavior

Involves attempting to build effective work groups with high performance goals

Consideration behavior

Involves being concerned with subordinates feelings and respecting subordinates ideas

Initiating structure behavior

Involves clearly identifying leader-subordinates roles so that subordinates know what is expected of them

Job-centered leader behavior

Involves paying close attention to the work of subordinates, explaining work procedures, and demonstrating a strong interest in performance

Leadership (as process)

Involves the use of noncoercive influence

Situational modules

Modules that assume that appropriate leader behavior varies from one situation to another

Two types of situational factors that influence how leader behavior relates to subordinate satisfication

Personal characteristics of the subordinates and the characteristic of the environment.

Least-preferred coworker (LPC)

Scale presumed to measure a leader's motivation

Path-goal theory of leadership

Suggest that effective leaders clarify the path (behavior) that will lead to desired rewards (goal)

LPC theory of leadership

Suggests that a leader's effectiveness depends on the situation

According to the LPC scale, relationship motivation closely parallels employee- centered leader behavior (T/F)

T

Leadership is a set of characteristics that an individual either actually possesses or is perceived to possess (T/F)

T

Situational theories demonstrate that there are a number of leadership style that can have a positive impact on an organization's effectiveness (T/F)

T

Influence

The ability to affect the perceptions, beliefs, attitude, motivation and/or behavior of others

Participative leadership

The leader consults with subordinates about issues and take their suggestion into account before making a decision.

Supportive leadership

The leader is friendly and show concern for subordinates

Direct leadership

The leader lets subordinates know what is expected of them, gives specific guidance as to how to accomplish tasks, and schedules work to be done.

Achievement-oriented leadership

The leader sets challenging goals, has high expectation of employees and shows strong confidence that subordinates will put forth effort and accomplish the goals.

Delegate

The manager allows the group to define for itself the exact nature and parameters of the problem and then develop a solution

Decide

The manager makes decision alone and then announces or "sells" it to the group

Consult (Group)

The manager presents the problem to a group at a group meeting, obtains their suggestions, and then makes a decision

Consult (Individually)

The manager presents the problem to group members individually, obtains their suggestions, and then makes a decision

Facilitate

The manager presents the problem to the group at a meeting, defines the problem and its boundaries, and then facilitates group member discussion as members make the decision

Leader-member relation

The personal relationship that exists between subordinates and their leader

Leadership (as property)

The set of characteristics attribute to someone who is perceived to use influence successfully

A key difference between the Ohio State studies and the University of Michigan studies on leadership is that the Michigan study a. placed the defined dimensions of leadership behavior on opposite ends of a single continuum. b. identified only two categories of leadership behavior. c. placed the defined dimensions of leadership behavior in a grid. d. placed all defined dimensions of leadership behavior on the same side of a single continuum. e. saw the various defined dimensions as independent of one another.

a.

According to the LPC theory, what factor is presumed to have the biggest effect on the favorableness of a situation? a. Task structure b. Leader-member relations c. Leader position power d. Leader personality e. Organizational structure

b.

Vroom's decision tree approach to leadership focuses primarily on which of the following aspects of leader behavior? a. Meeting subordinates' personal needs b. Including subordinates in the decision-making process c. Balancing task and relationship activities equally d. Streamlining communication patterns e. Clarifying the lines of authority for all employees

b.

Which of the following applies more to a function of leadership rather than a function of management? a. Producing a degree of predictability and order leading to expected results by various stakeholders b. Establishing some structure for accomplishing plan requirements c. Developing a vision of the future d. Establishing detailed steps and timetables for achieving results e. Monitoring results and identifying deviations

c.

Which of the following is considered to be a failure of the behavioral approach to studying leadership? a. It did not move the field beyond the traditional trait theory approach. b. It was too complicated for practical use. c. The results of related studies were inconsistent. d. It tried to specify a set of leader behaviors that would be effective in all situations. e. It only identified important leader behaviors.

d.

Michigan Leadership Studies

defined job-centered and employee-centered leadership as opposite ends of a single leadership dimension

The goal in studying the behavioral approach of leadership is to

determine what behaviors are associated with effective leadership