Chapter 12 MHR

trust

a psychological state of mutual positive expectations between people—both depend on each other and are genuinely concerned for each other's welfare

mentor

a senior employee who sponsors and supports a less-experienced employee—a protégé

situational leadership theory? (SLT)

suggests that successful leadership depends on selecting the right leadership style contingent on the followers' readiness: the extent to which followers are willing and able to accomplish a specific task

substitutes for leadership

are factors in the work setting that direct work efforts without the involvement of a leader

behavioral theories of leadership

imply we can train people to be leaders, as compared to just having the personality

what personalities are especially susceptible to charismatic leadership?

individuals who lack self-esteem and question their self-worth are more likely to absorb a leader's direction rather than establish an individual way of leading or thinking

what are the 2 independent theories of leadership?

initiating structure and consideration

what do we attribute to leaders?

intelligence, outgoing personality, strong verbal skills, aggressiveness, understanding, and industriousness

what are the downsides of leader-member exchange?

it negatively affects team attitudes, collective efficacy, justice climate, and coordination, and can lead to conflict in teams

how can one become a charismatic leader?

- Anyone can develop, within our own limitations, a more charismatic leadership style - To further develop an aura of charisma, use your passion as a catalyst for generating enthusiasm

what does a vision need to be effective?

- needs an accompanying vision statement, a formal articulation of an organization's vision or mission. - Charismatic leaders may use vision statements to imprint on followers an overarching goal and purpose.

what is the difference between transformational and charismatic leadership?

- Charismatic leadership places somewhat more emphasis on the way leaders communicate (are they passionate and dynamic?) - transformational leadership focuses more on what they are communicating (is it individualized, intellectually stimulating, inspirational, and influential?).

why is emotional intelligence important for leaders?

- Empathetic leaders can sense others' needs, listen to what followers say (and do not say), and read the reactions of others - people high in EI are more likely to emerge as leaders, even after taking cognitive ability and personality into account

what are the limitations of LMX?

- LMX's relationship with perceptions of trust, job satisfaction, and justice, as well as with OCBs and turnover intentions, depends in part on the culture - Another limitation is that the agreement between leaders and followers on their relationship quality is not very strong—when there is disagreement between the two, this can hurt employee engagement

trust propensity

- refers to how likely an employee is to trust a leader - Some people are simply more likely to believe others can be trusted

how are dark triad traits incorporated with leadership?

- Research shows that not all the dark triad traits are bad for leadership - normative (mid-range) scores on Dark-Triad personality traits (even psychopathy) were optimal

authentic leaders

- are self-aware, are anchored by their mission and principles, consider others' opinions and all relevant information before acting, and display their true selves when interacting with employees. - People have faith in them

leader-participation model

- relates leadership behavior to subordinate participation in decision making. - argues that the way the leader makes decisions is as important as what is decided.

what is the dark side of charismatic leadership?

- charismatic leaders who are larger than life do not necessarily act in the best interests of their organizations. - individuals who are narcissistic are higher in some behaviors associated with charismatic leadership - charismatic leadership can distort follower fairness perceptions

Transformational Leadership

- inspire followers to transcend their self-interests for the good of the organization - can have an extraordinary effect on their followers

Leader-Member Exchange Theory

- suggests leaders and followers have unique, one-on-one relationships that vary with each follower (e.g., some are higher quality than others) and that leaders establish a special relationship with a small group of their followers - Other followers fall into the outgroup

what is the relationship between transactional and transformational leadership?

- they complement each other; they are not opposing approaches to getting things done - Transformational leadership builds on transactional leadership and produces levels of follower effort and performance beyond what transactional leadership alone can do.

is transformational or transactional more important?

- transformational leadership is more important for group performance, OCBs, and satisfaction with the leader - Transactional leadership (primarily contingent reward) is more important for leader effectiveness, follower performance, and follower job satisfaction.

how can trust be regained after it has been violated?

- trust can be regained through long-term and short-term strategies, but only in certain situations and depending on the type of violation. - If the cause is lack of ability, it is usually best to apologize and recognize you should have done better. - When lack of integrity is the problem, apologies do not do much good.

how does (un)ethical leadership affect employees?

1. (un)ethical leadership has a direct influence on how employees think about moral issues 2. ethical leadership tends to improve follower job attitudes, job performance and perceptions of follower leaders 3. ethical leadership tends to increase followers' trust in their leaders, which in turn can lead to these positive outcomes 4. ethical leadership sets the example for how employees should treat one another: It can lead employees to use less intimidation, fewer justifications, and fewer excuses for their behavior, and it can even improve customer service performance by clarifying moral reasons for treating customers right

what is transformational leadership effective?

1. Affective or Attitudinal Mechanism: Transformational approaches promote positive employee moods, emotions, job satisfaction, organizational commitment, and feelings of well-being. 2. Motivational Mechanism: Transformational approaches motivate employees—they become more confident and engaged. 3. Identification Mechanism: Transformational approaches lead employees to personally identify with the leader and the leader's values and identity, as well as with the team or organization. 4. Social Exchange Mechanism: Transformational approaches improve the quality of exchange and relationship between leaders and followers (i.e., LMX, see earlier in this chapter). Followers are also more likely to perceive that they are supported by the leader, team, and/or organization. 5. Justice Enhancement Mechanism: Transformational approaches improve employee fairness perceptions, motivating followers to contribute more and to trust the leader, team, and organization more

what predictions does path-goal theory make?

1. Directive leadership yields greater employee satisfaction when tasks are ambiguous or stressful than when they are highly structured and well laid out. 2. Supportive leadership results in high employee performance and satisfaction when employees are performing structured tasks. 3. Directive leadership is likely to be perceived as redundant among employees with high ability or considerable experience.

in the situational leadership theory model, what are the 4 behaviors a leader should choose depending on follower readiness?

1. If followers are unable and unwilling to do a task, the leader needs to give clear and specific directions 2. if they are unable but willing, the leader needs to display a high task orientation to compensate for followers' lack of ability, and a high relationship orientation to get them to "buy into" the leader's desires. 3. If followers are able but unwilling, the leader needs to use a supportive and participative style 4. if they are both able and willing, the leader does not need to do much

what are the 3 contingency or situational dimensions in the fiedler model?

1. Leader-member relations is the degree of confidence, trust, and respect members have in their leader. 2. Task structure is the degree to which job assignments follow a specific procedure (that is, they are structured or unstructured). 3. Position power is the degree of influence a leader has over power variables such as hiring, firing, discipline, promotions, and salary increases.

what are the advantages of trust between supervisors and employees?

1. Trust encourages taking risks. 2. Trust facilitates information sharing. When managers demonstrate they will give employees' ideas a fair hearing and actively make changes, employees are more willing to speak out 3. Trusting groups are more effective. When a leader sets a trusting tone in a group, members are more willing to help each other and exert extra effort, which increases trust 4. Trust enhances productivity. Employees who trust their supervisors tend to receive higher performance ratings, indicating higher productivity

what are situations that can reduce the effectiveness of ethical leadership?

1. When there are too many followers 2. when the followers do not share the same moral perspectives as the leader 3. when followers are not in a state of mindfulness

trust can be focused around what?

1. competence (e.g., faith in the leaders' technical skills, experience) 2. integrity (e.g faith in a leaders' motives, honesty, and character)

What key characteristics lead us to believe a leader is trustworthy?

1. integrity refers to honesty and truthfulness. also maintaining consistency between what you do and say 2. Benevolence means the trusted person has your interests at heart, even if your interests are not necessarily in line with theirs. 3. Ability encompasses an individual's technical and interpersonal knowledge and skills

how can you help build trust?

1. leaders need to demonstrate integrity, benevolence, and ability in situations where trust is important 2. leaders can build trust by shifting their communication style from top-down commands to ongoing organizational dialogue. 3. when leaders regularly create interpersonal conversations with their employees that are intimate, interactive, and inclusive, and that intentionally follow an agenda, followers demonstrate trust with high levels of engagement 4. followers can experience a breach of trust when leaders replace transformational leadership with laissez-faire leadership or when they are furious in response to an unethical behavior

what constitutes a great leader?

1. the trait theories of leadership focus on personal qualities, including personality traits and characteristics that predict two distinct outcomes: leadership emergence and leadership effectiveness 2. found that both traits and situational features are important predictors of leader effectiveness

what are the characteristics of charismatic leaders?

1. they have a vision 2. are willing to take personal risks to achieve that vision 3. are sensitive to followers' needs 4. exhibit extraordinary behaviors

what are the 2 conclusions we can make about personality traits and leadership?

1. traits can predict leadership 2. traits do a better job in predicting the emergence of leaders and the appearance of leadership than in distinguishing between effective and ineffective leaders

During times of crisis, charismatic leadership can be...?

1. visionary (e.g., starting with establishing a vision and then making a plea for action) 2. crisis-responsive (e.g., starting with a plea for action and, over time, justifying this action by communicating their effective results).

Full Range Leadership Model

A model that depicts seven management styles on a continuum: 1. laissez-faire ("let it be") 2. management by exception (interact with followers only when something is wrong) 3. contingent reward leadership (gives predetermined rewards for employee efforts) 4. individualized consideration 5. intellectual stimulation 6. inspirational motivation 7. idealized influence *The 4 last i's all result in extra effort from workers*

what is the next step in the fielder contingency model after you get a score from the questionnaire?

After finding a score, a fit must be found between the organizational situation and the leader's style for leadership effectiveness to be predicted. We can assess the situation in terms of three contingency or situational dimensions.

how to women emerge as leaders?

During times of peace and stability, women leaders tend to under-emerge due to the glass cliff phenomenon

How do charasmatic leaders influence followers?

They do so by articulating an appealing vision, a long-term strategy for attaining a goal by linking the present with a better future for the organization.

what is 2nd factor that enhances charismatic leadership?

ambiguity: when we cannot accurately assess or observe how someone is doing, we rely more on cues to assess whether they are being effective as a leader.

neutralizers of leadership

attributes that make it impossible for leader behavior to make any difference to follower outcomes

path-goal theory

combines elements of initiating structure and consideration with the expectancy theory of motivation - suggests it is the leader's job to provide followers with information, support, or other resources necessary to achieve goals

when do leaders and followers develop high-quality relationships?

develop over time when the supervisor has high expectations for the follower, when they see themselves as similar, when they like each other, and when they trust each other

what trait is important for being a leader?

extraversion - agreeableness, conscientiousness and emotional stability come next

charismatic leadership theory

followers attribute heroic or extraordinary leadership abilities when they observe certain behaviors, and tend to give these leaders power

what is the relationship between leaders and their followers?

followers with ingroup status receive higher performance ratings, objectively perform better, engage in more helping or organizational citizenship behaviors (OCBs) at work, engage in less deviant behaviors, and report greater satisfaction with their superiors

what are the predicted outcomes from authentic leadership?

group performance, OCBs, LMX, satisfaction and trust in the leader, ratings of leader effectiveness, follower attitudes and empowerment, and, to a lesser degree, follower creativity, engagement, deviance, turnover intentions, and burnout.

Transactional Leadership

guide their followers toward established goals by clarifying role and task requirements, allocating rewards and punishment where needed, and (passively or actively) intervening when the situation calls for it

what are the pros and cons of leader-participation model

pro: It lays the groundwork for the situations and leadership behaviors most likely to elicit acceptance from subordinates con: it does not cover all leadership behaviors and is limited to recommending what types of decisions might be best made with subordinate participation.

what are the pros and cons of the situational leadership theory?

pro: SLT has intuitive appeal. It acknowledges the importance of followers and builds on the logic that leaders can compensate for followers' limited ability and motivation. Con: Yet research efforts to test and support the theory have generally been disappointing

what does attribution theory suggest is important to project?

projecting the appearance of being a leader rather than focusing on actual accomplishments.

Fiedler Contingency Model

proposes that group performance depends on the proper match between the leader's style and the degree to which the situation gives the leader control.

(Un)ethical Leadership

refers to how leaders serve as ethical role models to followers, and thus demonstrate normatively appropriately (or inappropriate) behavior by using their power in (un)ethical ways and by treating others fairly (or unfairly)

attribution theory of leadership

says leadership is merely an attribution people make about other individuals.

what are the critics of transformational leadership?

some claim that transformational leadership behaviors can be construed as manipulative and unduly granting power to inspirational people

what is 1st factor that enhances charismatic leadership?

stress; People are especially receptive to charismatic leadership when they sense a crisis, when they are under stress, or when they fear for their lives

nonsanctioned leadership

the ability to influence that arises outside the formal structure of the organization

leadership

the act of influencing a group toward the achievement of a vision or set of goals

consideration

the extent to which a person's work relationships are characterized by mutual trust, respect for employees' ideas, and regard for their feelings - A leader high in consideration helps employees with personal problems, is friendly and approachable, treats all employees as equals, and expresses appreciation and support

initiating structure

the extent to which leaders define and structure their roles and those of their subordinates in pursuit of goal attainment - A leader high in initiating structure is someone who assigns followers tasks, sets definite standards of performance, and emphasizes deadlines

what is the first step in the fielder contingency model?

the least preferred coworker (LPC) questionnaire identifies whether a person is task or relationship oriented by asking respondents to think of all the coworkers they ever had and describe the one they least enjoyed working with.

what are critics of (un)ethical and authentic leadership?

they are hard to disentangle from transformational leadership in practice.