Chapter 14 - Leadership
4 I's of Transformational Leadership
4 I's: 1. Idealized Influence (II) 2. Inspirational Motivation (IM) 3. Intellectual Stimulation (IS) 4. Individualized Considerations (IC)
Participative Leadership (Types of Leadership Styles in Path-Goal Theory)
A leadership style in which the leader consults employees for their suggestions and input before making decisions
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.
Idealized Influence (Transformational Leadership)
Act as role models for their followers. Because these leaders put others' needs ahead of their own and share risks with their followers, they are admired, respected, and trusted, and followers want to emulate them.
Externals (Locus of Control)
Believe that what happens to them is caused by external forces beyond their control.
Middle of the Road Management (5, 5)
Blake/Mouton Leadership Grid: Adequate organization performance is possible through balancing the need to get work done with maintain morale of people at a satisfactory level.
Authority Complex (9, 1)
Blake/Mouton Leadership Grid: Efficiency in operations results from arranging conditions of work in such a way that human elements interfere to a minimum degree.
Unethical Charismatics
Charismatic leaders who control and manipulate followers, do what is best for themselves instead of their organizations, want to hear only positive feedback, share only information that is beneficial to themselves, and have moral interests that put their interests before everyone else's; Explains the whole 2008 financial crisis
Ethical Charismatics
Charismatic leaders who provide developmental opportunities for followers, are open to positive and negative feedback, recognize others' contributions, share information, and have moral standards that emphasize the larger interests of the group, organization, or society.
Conditions for Path-Goal Theory (Path-Goal Theory)
Conditions: 1. Path Clearing 2. Rewards to increase followers' motivation and effort.
Subordinate Contingencies (Path-Goal Theory)
Contingencies: 1. Perceived Ability 2. Experience 3. Locus of Control
Environmental Contingencies
Contingencies: 1. Task structure 2. Formal authority system 3. Primary work group
Perceived Ability
How much ability subordinates believe they have for doing their jobs well. Subordinates who perceive that they have a great deal of ability will be dissatisfied with directive leader behaviors.
Commitment Probability Rule
If having subordinates accept and commit to the decision is important, then don't use an autocratic decision style
Commitment Requirement Rule
If having subordinates accept the decision is absolutely required for successful implementation, and subordinates share the organization's goals, then don't use an autocratic or consultative style
Quality Rule
If the quality of the decision is important, then don't use autocratic decision style
Environmental Contingencies
Leaders behaviors should complement rather than duplicate the characteristics of followers' work environments
Autocratic Decisions
Leaders make the decisions by themselves.
Inspirational Motivation (Transformational Leadership)
Motivate and inspire followers by providing meaning and challenge to their work
Formal Authority System
Organization's set of procedures, rules, and policies.
Outcomes (Path-Goal Theory)
Path-Goal Theory: 1. Subordinate Satisfaction 2. Subordinate Performance
Primary Work Groups
Refers to the amount work-oriented participation or emotional support that is provided by an employee's immediate work group
Traits
Relatively stable characteristics, such as abilities, psychological motives, or consistent patterns of behavior
Normative Decision Theory Rules to Increase Decision Acceptance
Rules to Increase: 1. Commitment Probability Rule 2. Subordinate Conflict Rule 3. Commitment Requirement Rule
Normative Decision Theory Rules to Increase Decision Quality
Rules to Increase: 1. Quality Rule 2. Leader Information Rule 3. Subordinate Information Rule 4. Problem Structure Rule
Path-Goal theory Leadership Styles (Leadership Styles in Path-Goal Theory)
Styles: 1. Directive Leadership 2. Supportive Leadership 3. Participative Leadership 4. Achievement-Oriented Leadership
Initiating Structure
The degree to which a leader structures the roles of followers by setting goals, giving directions, setting deadlines, and assigning tasks
Consideration
The extent to which a leader is friendly, approachable, and supportive and shows concern for employees.
Leadership
The process of influencing others to achieve group or organizational goals
Leadership Style
The way a leader generally behaves toward followers.
Supportive Leadership
When to use: - Structured, simple, repetitive tasks - Stressful, frustrating tasks. - Workers lack confidence - Clear formal authority system
Supportive Leadership (Types of Leadership Styles in Path-Goal Theory)
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
Directive Leadership (Types of Leadership Styles in Path-Goal Theory)
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
Achievement-Oriented Leadership (Types of Leadership Styles in Path-Goal Theory)
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. Leaders can change and adapt their leadership styles.
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. E.g. Leaders are taller and more confident and have greater physical stamina
Normative Decision Theory
A theory that suggests how leaders can determine an appropriate amount of employee participation when making decisions
Problem Attributes (Normative Decision Theory)
Attributes: 1. Quality Requirement 2. Commitment Requirement 3. Leader's Information 4. Problem Structure 5. Commitment Probability 6. Goal Congruence 7. Subordinate Conflict 8. Subordinate Information
Internals (Locus of Control)
Believe that what happens to them, good or bad, is largely a result of their choices and actions.
Impoverished Management (1, 1)
Blake/Mouton Leadership Grid: Exertion of minimum effort to get required work done is appropriate to sustain organization membership.
Country Club Management (1, 9)
Blake/Mouton Leadership Grid: Thoughtful attention to needs of people for satisfying relationships leads to comfortable, friendly organizational atmosphere and work tempo.
Team Management (9, 9)
Blake/Mouton Leadership Grid: Work accomplished is from committed people. Interdependence through a common stake in organizational purpose leads relationships of trust and respect.
Task Structure
Degree to which the requirements of subordinate's tasks are clearly specified
Intellectual Stimulation (Transformational Leadership)
Encourage followers to be creative and innovative, to question assumptions, and to look at problems and situations in new ways even if their ideas are different from those of leaders.
Subordinate Conflict Rule
If having subordinates accept the decision is important and critical to successful implementation, and subordinates are likely to disagree or end up in conflict over the decision, then don't use an autocratic or consultative decision style
Leader Information Rule
If the quality of the decision is important, and if the leader doesn't have enough information to make the decision on his or her own, then don't use autocratic decision style
Subordinate Information Rule
If the quality of the decision is important, and if the subordinates don't have enough information to make the decision themselves, then don't use group decision style
Goal Congruence Rule
If the quality of the decision is important, and subordinates' goals are different from the organization's goals, then don't use a group decision style
Problem Structure Rule
If the quality of the decision is important, the leader doesn't have enough information to make the decision on his or her own, and the problem is unstructured, then don't use an autocratic decision style
Path-Goal Theory (Leaders)
Leaders need to clarify how followers can: - Achieve organizational goals - Take care of problems that prevent followers from achieving goals - Find more and varied rewards to motivate followers to achieve those goals
Transactional Leadership
Leadership based on an exchange process in which follower are rewarded for good performance and punished for poor performance; I.E. Do what I tell you to do.
Visionary Leadership
Leadership that creates a positive image of the future that motivates organizational members and provides direction for future planning and goal setting
Transformational Leadership
Leadership that generates awareness and acceptance of a group's purpose and mission and gets employees to see beyond their own needs and self-interests for the good of the group.
Individualized Considerations (Transformational Leadership)
Pay special attention to followers' individual needs by creating learning opportunities, accepting and tolerating individual differences, encouraging two-way communication, and being good listeners
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.
Charismatic Leadership
The behavioral tendencies and personal characteristic of leaders that create an exceptionally strong relationship between them and their followers.
Strategic Leadership
Type of leadership that captures how leaders inspire their companies to change and their followers to give extraordinary effort to accomplish organizational goals
Blake/Mouton Leadership Grid
Uses two leadership behaviors: − Consideration - Concern for people (y) − Initiating Structure - Concern for production/results (x) − Ranges from 1-9 (low to high) *There is no best one style of management*
Achievement-Oriented Leadership
When to use: - Unchallenging tasks
Directive Leadership
When to use: - Unstructured tasks - Workers with external locus of control - Unclear formal authority system - Inexperienced workers - Workers with low perceived ability
Participative Leadership
When to use: Complex tasks Workers with internal locus of control Workers not satisfied with rewards Experienced workers Workers with high perceived ability
