MGMT Final: Ch15

Explain when each of the different influence tactics is likely to be most effective

Consultation, inspirational appeal, and rational persuasion are all fairly effective, socially acceptable influence tactics, whether you are attempting to influence your subordinates, peers, or superiors Pressure, coalition, and legitimating are all fairly ineffective influence tactics and are viewed as socially undesirable. The targets of these tactics may feel manipulated by the influencer Ingratiation and exchange can be used to influence your subordinates and your peers, but probably won't work very well on your superiors because as a subordinate you don't have enough power to make these tactics work on your boss, and you may be seen as manipulative

Different types of leader behavior, according to the Path Goal Theory

Directive Behaviors: setting goals, assigning tasks, showing subordinates how to complete tasks, and taking concrete steps to improve performance (similar to initiating structure) Supportive Behavior: expressing concern for subordinates and looking out for their best interests (similar to consideration) Participative Behavior: give subordinates a say in matters and decisions that affect them Achievement-Oriented Behavior: setting challenging goals, expecting that they be met, and believing in subordinates' capabilities

Fiedler's Contingency Theory

Fiedler's Contingency Model: effective leadership is contingent (depending) on both the characteristics of the leader and of the situation; leadership style is a manger's characteristic approach to leadership Leader Styles: 1. Relationship Oriented Style: leaders concerned with developing good relationships with their subordinates and to be liked by them; high quality interpersonal relationships with subordinates (high LPC) •Most effective in moderately favorable situations 2. Task-Oriented Style: leaders whose primary concern is to ensure that subordinates perform at a high level so that the job gets done; task accomplishment is their prime concern (low LPC) • Most effective in situations that are either very favorable or very unfavorable

List and compare the "right situations" for low LPC (least preferred coworker) leaders and high LPC leaders, according to Fiedler's Contingency Theory

Leader-Member Relations: extent to which followers like, trust, and are loyal to their leader o Situations are more favorable for leading when leader-member relations are good Task Structure: extent to which the work to be performed is clear-cut so that a leader's subordinates know what needs to be accomplished and how to go about doing it o When task structure is high, the situation is favorable for leading Position Power: amount of legitimate, reward, and coercive power that a leader has by virtue of his or her own position in an organization o More favorable when position power is strong

Leadership and Empowerment

Leadership: the process by which a person exerts influence over others and inspires, motivates and directs their activities to achieve group or organizational goals Empowerment: the process of giving employees at all levels in the organization the authority to make decisions, be responsible for their outcomes, improve quality, and cut costs o It increases a manager's ability to get things done because the manager has the support and help of subordinates who may have special knowledge of work tasks o Increases workers' involvement, motivation, and commitment; and this helps ensure that they are working toward organizational goals o Gives managers more time to concentrate on their pressing concerns because they spend less time on day-to-day supervision

Servant Leadership

a leader who has a strong desire to serve and work for the benefit of others

Charismatic Leadership

an enthusiastic, self-confident transformational leader able to clearly communicate his vision of how good things could be o Being excited and clearly communicating excitement to subordinates o Openly sharing information with employees so that everyone is aware of problems and the need for change

Influence Tactics

are the methods that are commonly used to exert this influence o Rational Persuasion: logical arguments and factual evidence (rationality) o Inspirational Appeal: appeals to values, ideals, an aspiration or increase confidence o Consultation: seeks participation / support / assistance o Ingratiation: seeks to get you in a good mood or to view him / her favorably (same) o Exchange: exchange of favors, reciprocation (same) o Personal Appeal: appeals to your feelings of loyalty and friendship o Coalition: seeks aid of others to persuade you (same) o Legitimating: claims authority to establish legitimacy of request o Pressure: demands, threats, or persistent reminders (assertiveness)

Explain how followers and the work environment influence the appropriate choice of leader behavior, according to the Path Goal Theory

depends on the nature of the subordinate and the kind of work they do

Trait Model

focused on identifying personal characteristics that cause effective leadership... many "traits" are the result of skills and knowledge and effective leaders do not necessarily possess all of these traits o Some traits include: intelligence, knowledge and expertise, dominance, self-confidence, high energy, tolerance for stress, integrity and honesty, and maturity

Behavioral Model

identifies the two basic types of behavior that many leaders engaged in to influence their subordinates o Consideration: behavior indicating that a manger trusts, respects, and cares about subordinates o Initiating Structure: behavior that managers engage in to ensure that work gets done, subordinates perform their jobs acceptably, and the organization is efficient and effective

Transactional Leadership

leadership that motivates subordinates by rewarding them for high performance and reprimanding them for low performance o When managers reward high performances, reprimand or punish low performers, and motivate subordinates by reinforcing desired behaviors and extinguishing or punishing undesired ones, they are engaging in transactional leadership o Managers who effectively influence their subordinates to achieve goals, yet do not seem to be making the kind of dramatic changes that are part of transformational leadership, are engaging in transactional leadership

Transformational Leadership

occurs when managers change (or transform) their subordinates in three important ways: o Makes subordinates aware of the importance of their jobs are for the organization and how necessary it is for them to perform those jobs as best as they can so that the organization can attain its goals o Makes subordinates aware of their own needs for personal growth, development, and accomplishment o Motivates workers to work for the good of the organization, not just for their own personal gain or benefit

Contingency Models

whether or not a manager is an effective leader is the result of the interplay between what the manager is like, what he does, and the situation in which leadership takes place (takes into account the situation or context within which leadership occurs)

Explain the relationship between emotional intelligence and leadership in organizations

• Groups whose leaders experienced positive moods had better coordination • Groups whose leaders experiences negative moods exerted more effort • Helps leaders develop a vision for their firm • Helps motivate subordinates to commit to the vision • Energizes subordinates to work to achieve the vision

Substitutes for leadership

• Leadership Substitute: characteristic of a subordinate or of a situation or context that acts in place of the influence of a leader and makes leadership unnecessary; members of an organization sometimes can perform highly without a manager exerting influence over them Possible substitutes can be found in: o Characteristics of the subordinates: their skills, experience, motivation o Characteristics of context: the extent to which work is interesting and fun

Different forms of power

• Legitimate Power: the authority that a manager has by virtue of his or her position in the firm • Reward Power: the ability of a manger to give or withhold tangible and intangible rewards • Coercive Power: the ability of a manger to punish others, limited in effectiveness and application; can have serious negative side effects o EX: verbal reprimand, pay cuts, and dismissal • Expert Power: power that is based on special knowledge, skills, and expertise that the leader possesses; tends to be used in a guiding or coaching manner • Referent Power: power that comes from subordinates' and coworkers' respect, admiration, and loyalty; possessed by managers who are likable and whom subordinates wish to use as a role model

The Path Goal Theory

• Path Goal Theory: a contingency model of leadership proposing that effective leaders can motivate subordinates to achieve goals by: (what leaders can do to motivate their subordinates to achieve group and organizational goals) o Clearly identifying the outcomes that subordinates are trying to obtain from their jobs o Rewarding subordinates with these outcomes for high-performance and attainment of work goals o Clarifying the paths leading to the attainment of work goals

Discuss research on the relationship between gender and leadership in organizations

• The number of women managers is rising, but is still relatively low in the top levels of management • Stereotypes suggest women are supportive and concerned with interpersonal relations; similarly men are seen as task focused