MGMT 467 Ch. 4 Notes
Characteristics of Followers
Ability, knowledge, experience, training. Need for independence. Professional orientation. Indifference toward organizational rewards
Least-Preferred Coworker (LPC)
Answers the question, "Are you more task-oriented or relationship-oriented?"
Contingency Leadership Theories
Attempt to explain the appropriate leadership style based on the leader, followers, and situation
Loss-Framing
Builds on people's tendency to pay attention to the announcement of negative news and their urge to avoid losses
Characteristics of the Task
Clarity and routine. Invariant methodology. Provision of own feedback concerning accomplishment. Intrinsic satisfaction for completing the task
Unsought Add-On
Draws upon the influencing of reference points, loss-aversion, and mental accounting on bargainer's decision making
Situation (time)
Environmental considerations, such as the organization's size, structure, climate, goals, and technology, are considered
Characteristics of the Organization
Formalization (explicit plans, goals, and areas of responsibility). Inflexibility (rigid, unbending rules and procedures). Highly specified and active advisory and staff functions. Closely knit, cohesive work groups. Spatial distance between leaders and followers Anchoring, Cognitive basis which entails basic human tendency to use initial piece of information to make subsequent judgments - regardless of whether this information is relevant or not
Normative Leadership Model
Has a time-driven and development-driven decision tree that enables the user to select one of five leadership styles (decide, consult individually, consult group, facilitate, and delegate) appropriate for the situation (seven questions/variables) to maximize decisions
Substitutes for Leadership
Includes characteristics of the subordinate, task, and organization that replaces the need for a leader or neutralize the leader's behavior
Leadership Model
Is an example for emulation or use in a given situation
Global Leadership and Organizational Behavior Effectiveness (GLOBE)
Is an ongoing cross-cultural investigation of leadership and national culture
Followers Factor
Is based on capability and motivation
Leader Factor
Is based on personality traits, behavior, and experience
Situational Factor
Is based on task, structure, and environment
Formal Authority
Is extent of the leader's position power
Work Group
Is extent to which coworkers contribute to job satisfaction or the relationship between followers
Position Power
Is position power strong or weak? Does the leader have the power to assign work, reward and punish, hire and fire, give raises and promotions?
Task Structure
Is task structured or unstructured? Employees perform repetitive, routine, unambiguous, standard tasks that are easily understood? Is the extent of repetitiveness of the job
Authoritarianism
Is the degree to which employees defer to others, and want to be told what to do and how to do the job
Ability
Is the extent of the employees' ability to perform tasks to achieve goals
Locus of Control
Is the extent to which employees believe they control goal achievement (internal) or if goal achievement is controlled by others (external)
Get a Commitment and Follow Up
Is the fifth step in the oral message-sending process; When giving instructions, it is important to get a commitment to the action. Make sure followers can do the task and have it done by the deadline
Develop Rapport
Is the first step of the oral message-sending process; Put the receiver at ease, usually appropriate to begin communications with small talk correlated to the message
Check the Receiver's Understanding
Is the fourth step in the oral message-sending process; When communicating, ask direct questions and/or use paraphrasing
Leader-Member Relations
Is the relationship good (cooperative and friendly) or poor (antagonistic and difficult)? Do followers trust, respect, accept, and have confidence in the leader.
State Your Communication Objective
Is the second step in the oral message-sending process; It is helpful for the receiver to know the desired end result of the communication before covering all the details
Transmit Your Message
Is the third step in the oral message-sending process; Tell the people what you want them to do - give instructions and set deadlines for completing tasks
Psychological Contract
Is the unwritten implicit expectations of each party in a relationship
Contingency Leadership Model
Is used to determine if a person's leadership style is task- or relationship-oriented, and if the situation (leader-member relationship, task structure, and position of power) matches the leader's style to maximize performance
Leadership Continuum Model
Is used to determine which one of seven styles to select, based on the use of boss-centered vs. subordinate-centered leadership, to meet the situation (boss, subordinates, situation/time) to maximize performance
Path-Goal Leadership Model
Is used to select the leadership style (directive, supportive, participative, or achievement-oriented) appropriate to the situation (subordinate and environment) to maximize both performance and job satisfaction
Facilitate Participation Style
Leader holds a group meeting and acts as a facilitator to define the problem and the limits within which a decision must be made. Leaders seek participation and concurrence on the decision without punishing their ideas
Consult Group Participation Style
Leader holds a group meeting and tells followers the problem, gets information and suggestions, and then makes the decision
Participative Leadership Style
Leader includes employee input into decision-making. Appropriate when followers want to be involved, internal locus of control, follower ability is high
Delegate Participation Style
Leader lets group diagnose the problem and make the decision within stated limits. Role of the leader is to answer questions and provide encouragement and resources
Decide Participation Style
Leader makes the decision alone and announces it, or sells it, to the followers
Supportive Leadership Style
Leader proves high consideration. Appropriate when the followers do not want autocratic leadership and have internal locus of control, follower ability is high
Directive Leadership Style
Leader provides high structure. Appropriate when followers want authority leadership, external locus of control
Achievement-Oriented Leadership Style
Leader sets difficult but achievable goals, expects followers to perform at their highest level, and rewards them for doing so
Consult Individually Participation Style
Leader tells followers individually about the problem, gets information and suggestions, and then makes the decision
1-5-15
Limit each paragraph to a single topic and an average of five sentences. Sentences should average 15 words. Vary paragraph length and sentence length. Write in active voice (I recommend...) rather than the passive voice (it is recommended...)
Substitutes
Make a leadership style unnecessary or redundant
Contingency
Means "it depends". One thing depends on other things, and for a leader to be effective, there must be an appropriate fit between the leader's behavior and style and the follower and the situation
Path Clarification
Means that the leader works with followers to help them identify and learn the behavior that will lead to successful task accomplishment and organizational rewards
Neutralizers
Reduce or limit the effectiveness of a leader's behavior
Situational Favorableness
Refers to the degree to which a situation enables the leader to exert influence over the followers
Subordinate Situational Factors
Situational characteristics are authoritarianism, locus of control, and ability
Environment Situational Factors
Situational factors include task structure, formal authority, and work group
Subordinates
The followers' preferred style for the leader is based on personality and behavior, as with the leader
Boss
The leader's personality and behavioral preferred style - based on experience, expectation, values, and confidence in subordinates - are considered in selecting a leadership style
Descriptive Leadership Models
They identify contingency variables and leadership style without specifying which style to use in a given situation
Prescriptive Leadership Models
They tell the user exactly which style to use in a given situation