MAN 4701 Exam 3-Daniels FSU

Example of Life Cycle Leadership Theory

-Salesperson just hired is extremely immature (unable to solve task-related problems independently. Use high-task/low-relationship style. -As time passes, salesperson gains more maturity. Can switch to high-task/high-relationship style to encourage atmosphere of mutual trust and friendliness between salesperson and manager. -As more time passes and more maturity is gained, style can switch to low-task/high- relationship. -Once salesperson's maturity is at its peak, can use low-task/low-relationship because salesperson can do job without supervision and knows he/she has a positive relationship with manager.

Based on the equity theory, what are a few ways individuals will respond?

-Some will change their work outputs to better match the rewards they are receiving. -Some will change their compensation by asking for a raise or by taking legal action. -If attempts to change inequality are unsuccessful, some will rationalize away the inequity. -Some will leave the situation by quitting

Leadership

-The process of directing the behavior of others toward the accomplishment of an objective. -Subset of management -Emphasizes behavioral issues -Cares about and focuses on people

Management

-The rational assessment of a situation and the systematic selection of goals and purposes (what is to be done) -Broad in scope and focuses on nonbehavioral and behavioral issues -Makes sure a job gets done -Calculated and logical focus on organizational processes

Porter-Lawler motivation theory stresses 3 characteristics of the motivation:

1) The perceived value of a reward is determined by both intrinsic (performing the task) and extrinsic (extraneous to task accomplished) rewards that result in need satisfaction when a task is accomplished. 2) The extent to which an individual effectively accomplishes a task is determined primarily by two variables: the individual's perception of what is required to perform the task and the individual's ability to perform the task. 3) The perceived fairness of rewards influences the amount of satisfaction produced by those rewards.

Stages of Groupthink

1. Antecedents: Describes what precursors are associated with it 2. Concurrence thinking: a group member agrees with entire group's position even though they privately oppose it 3. Symptoms of groupthink: Group members feel pressure to conform and censor their ideas 4. Decision making defects: Group members fail to make effective decisions 5. Poor decision outcomes: group performs poorly

Stages of Team Development

1. Forming-members become acquainted with each other and oriented. High stress and uncertainty. 2. Storming- conflict and disagreement as team members become more assertive in declaring their roles. Lacks unity. 3. Norming- agreement on roles, rules, etc. Conflicts during storming stage are resolved. 4. Performing- focuses on solving organizational problems and meeting assigned challenges. 5. Adjourning- finishes the job and prepares to disband. Sadness most of the time because members have to leave one another.

Maslow's Hierarchy of Needs

1. Physiological (food, water, rest, etc.) 2. Safety 3. Social (desire for love, companionship, etc.) 4. Esteem (desire for respect) 5. Self-actualization (desire to maximize whatever potential an individual possesses)

Formal group

A clearly defined and structured group that exists within an organization by virtue of management decree to perform tasks that enhance the attainment of organizational objectives. Divided into command and task groups. Ex. Marketing departments, HR departments, etc.

Informal group

A collection of individuals whose common work experiences result in the development of a system of interpersonal relations that extend beyond those established by management. Divided into interest and friendship groups.

Argyris's Maturity-Immaturity Continuum

A concept that furnishes insights into human needs by focusing on an individual's natural progress from immaturity to maturity.

Theory X and Theory Y

A motivation theory that suggests that management attitudes toward workers fall into two opposing categories based on management assumptions about worker capabilities and values. -Theory X deals with negative assumptions about human behavior -Theory Y represents positive assumptions about people

Life Cycle Theory of Leadership

A rationale for linking leadership styles with various situations to ensure effective leadership. Based on the relationship among follower maturity, leader task behavior, and leader relationship behavior. According to this theory, leadership style should change to reflect the maturity level of the follower, and will only be effective if leadership style matches maturity level.

Work Teams

A task group used in organizations to achieve greater organizational flexibility or to cope with rapid growth.

Self-Managed Team

A team that plans, organizes, influences, and controls its own work situation with only minimal intervention and direction from management.

Sociometry

An analytical tool that can be used to see what kind of informal groups exist and who the leaders and members are.

Level 5 Leadership

An approach to leadership that blends personal humility with an intense will to build long-range organizational success.

Clan Culture

An organization culture characterized by a strong internal focus with a high degree of flexibility and discretion. Resembles a family and includes activities that reflect shared values and goals, cohesion among organization members, teamwork, and organization commitment to employees. Ex. Southwest Airlines

Adhocracy Culture

An organization culture characterized by flexibility and discretion along with an external focus. Few rules or procedures and characterized by a workplace where people are entrepreneurial and take risks to be successful. Ex. Google

Structure Behavior

Any leadership activity that delineates the relationship between the leader and the leader's followers or establishes well-defined procedures that the followers should adhere to in performing their jobs. Can be useful to leaders as a means of minimizing follower activity that does not significantly contribute to organizational goal attainment.

Trait Approach to Leadership

Based on early leadership research that assumed a good leader is born, not made. Attempted to identify specific qualities of leaders, however, findings were inconsistent. Modern management ideals agree that this model is false and that leaders are made, not born.

OSU studies

Concluded that leaders exhibit two main types of behavior, structure and consideration. Resulted in 4 main types of leadership styles that have a different combination of structure and consideration behavior.

Position Power

Determined by the extent to which the leader has control over the rewards and punishments that followers receive.

Behavior Modification

Focuses on encouraging appropriate behavior by controlling the consequences of that behavior, usually with rewards.

Job Enlargement

Increasing the number of operations an individual performs in order to enhance the individual's satisfaction with work.

Motivation Strength

Individuals' degree of desire to perform a behavior

Motivating factors

Items that influence the degree of job satisfaction and relate to the work itself. When these factors are compelling, workers are motivated to do a better job.

Authentic Leadership

Leadership conducted by leaders who are deeply aware of their own and others' moral perspectives and who are confident, hopeful, optimistic, resilient, and of high moral character which they use as basis of action. Have moral courage, which is the strength to take actions consistent with moral beliefs despite pressure to do otherwise.

The Vroom-Jetton-Jago Model

Modern view of leadership that suggests that successful leadership requires determining through a decision tree which decision style will be beneficial and accepted by subordinates. Built on 2 important premises: 1) Organization decisions should be of high quality 2) Subordinates should accept and be committed to organizational decisions that are made.

Vroom Expectancy Theory Equation

Motivation Strength = Perceived value of result x Perceived probability that result would materialize

Alderferg's ERG theory

Response to criticism of Maslow's hierarchy of needs. Found that sometimes people activate higher-level needs before activating lower-level ones and movement is not always upward. Identified 3 basic categories of needs: 1. Existence Need: the need for physical well-being 2. Relatedness Need: the need for satisfying interpersonal relationships 3. Growth Need: the need for continuing personal growth and development

Likert's Management Systems

Strategy management can use to motivate organization members. Divided into 4 separate systems, systems 1-4 that range from no trust in subordinates to complete trust and confidence. Human needs tend to be satisfied more and production increases long-term as management styles move from 1 to 4.

Maturity

The ability of followers to perform their jobs independently, to assume additional responsibilities, and to desire to achieve success.

Collaboration

The ability to work with others in accomplishing a task. Key factor in building team success. Mostly a people issue so managers must help team members trust one another and develop positive relationships.

Organizational Committment

The dedication of organization members to uphold the values of the organization and to make worthwhile contributions to fulfilling the organizational purpose. Maintain focus on customer service in order to build this.

Task Structure

The degree to which the goals—the work to be done—and other situational factors are outlined clearly.

Leader-member relations

The degree to which the leader feels accepted by the followers.

Job Enrichment

The process of incorporating motivators into a job situation. According to Herzberg, most productive organization members have both hygiene factors and motivating factors.

Rationale for using Theory X and Y

Theory Y is more successful in satisfying human needs in organizations and motivating people than Theory X management styles.

System 2

This style of management is characterized by a condescending, master-to-servant style of confidence and trust in subordinates. Subordinates do not feel free to discuss their jobs with superiors and are motivated by rewards and actual or potential punishments. Information flows mostly downward; upward communication may or may not be viewed with suspicion. Although policies are made primarily at the top of the organization, decisions within a prescribed framework are made at lower levels.

System 1

This style of management is characterized by a lack of confidence or trust in subordinates. Subordinates do not feel free to discuss their jobs with superiors and are motivated by fear, threats, punishments, and occasional rewards. Information flow in the organization is directed primarily downward; upward communication is viewed with great suspicion. The bulk of all decision making is done at the top of the organization.

Functions of organizational culture

-can enhance productivity if culture focuses on rewarding hard work -can serve as a component of organizational strategy -provides rationale for staffing -can act as a guideline for making operational decisions. Overall, functions to influence organization members to act in ways that are consistent with the accepted values of the organization.

Stages of Formal Group Development

1. Acceptance Stage- Initial mistrust dwindles and group establishes trust and acceptance. 2. Communication and Decision-Making Stage- members are better able to communicate with each other. 3. Group Solidarity Stage- mutual acceptance of group members increases and members become more involved in group activities and cooperate rather than compete with one another. 4. Group Control Stage- group members attempt to maximize the group's success by matching individual abilities with group activities and by assisting one another.

Ingredients of successful behavior modification programs

1. Giving different kinds of rewards to different workers according to the quality of their performances. 2. Telling workers that what they are doing is wrong 3. Punishing workers privately to avoid embarrassing them in front of others 4. Always giving rewards and punishments that are earned to emphasize that management is serious about its behavior modification efforts

Managerial Motivation Strategies Include:

1. Managerial communication 2. Theory X and Y 3. Job Design 4. Behavior modification 5. Likert's management systems 6. Monetary incentives 7. Nonmonetary incentives

Why committees are established

1. To allow organization members to exchange ideas 2. To generate suggestions and recommendations that can be offered to other organizational units 3. To develop new ideas for solving existing organizational problems 4. To assist in the development of organizational policies

Level 5 Hierarchy

1. highly capable individual 2. contributing team member 3. competent manager 4. effective leader 5. level 5 executive

Code of Conduct

A document that reflects the core values of an organization and suggests how organization members should act in relation to those values.

Task group

A formal group of organization members who interact with one another to accomplish most of the organization's nonroutine tasks. Ex. Committee and work teams

Command group

A formal group that is outlined in the chain of command on an organization chart and typically handle routine organizational activities.

Values Statement

A formally drafted document that summarizes the primary values within the culture of a specific organization.

Committee

A group of individuals charged with performing a type of specific activity. Usually classified as a task group.

Team

A group whose members influence one another toward the accomplishment of an organizational objective(s).

Tannenbaum Schmidt Continuum

A model that highlights the range of different management styles that may be adopted through a corresponding degree of authority used by the manager and a related amount of freedom available to subordinates. Managers displaying leadership behavior toward the right side of the model are more democratic and are called subordinate-centered leaders; the left side of the model are more autocratic and are called boss-centered leaders.

Vroom Expectancy Theory

A motivation theory that hypothesizes that felt needs cause human behavior and that motivation strength depends on an individual's degree of desire to perform a behavior.

Porter-Lawler Theory

A motivation theory that hypothesizes that felt needs cause human behavior and that motivation strength is determined primarily by the perceived value of the result of performing the behavior and the perceived probability that the behavior performed will cause the result to materialize.

Problem-solving Team

A team set up to help eliminate a specified problem within the organization. Has 5 to 12 members and is formed to discuss ways to improve quality in all phases of the organization, to make organizational processes more efficient, or to improve the overall work environment.

Cross-functional Team

A work team composed of people from different functional areas of the organization who are all focused on a specified objective. This team possesses the expertise to coordinate all the department activities within the organization that affect its own work.

Servant Leadership

An approach to leading in which leaders view their primary role as helping followers in their quests to satisfy personal needs, aspirations, and interests. See pursuit of their own personal needs, aspirations, and interests as secondary to their followers' pursuits of these factors and maintain that human resources are the most valuable resources in organizations and constantly strive to transform their followers into wiser and more autonomous individuals.

Theory Z

An effectiveness dimension that implies that managers who use either Theory X or Theory Y assumptions when dealing with people can be successful, depending on their situation.

Hierarchy Culture

An organization culture characterized by an internal focus along with an emphasis on stability and control. Leaders focus on coordination and organization and formal rules and policies govern how people behave. Ex. McDonalds

Market Culture

An organization culture that reflects values that emphasize stability and control along with an external focus. Emphasizes relationships with all constituencies, including customers, suppliers, contractors, government regulators, and unions. Focuses on winning and emphasizes achieving ambitious goals and outpacing the competition. Ex. General Electric

Group

Any number of people who interact with one another, are psychologically aware of one another, and perceive themselves to be a group. Characterized by frequent communication and ability to communicate with all members face-to-face.

Successful coaching is characterized by behavior including:

Listening closely, giving emotional support, and showing by example what constitutes appropriate behavior.

Determining group existence

Most important step managers need to take when managing work groups is to determine who the groups' members are and what informal groups exist within the organization.

Job rotation

Moving workers from job to job. Ineffective as motivation strategy but effective for training and decreasing absenteeism.

Leaders can "kill" trust between themselves and workers by being:

1) Credit Hogs- taking credit for good ideas of others 2) Lone Rangers- working by themselves 3) Egomaniacs- believing success will only come through efforts of management and not workers 4) Mules- being stubborn and inflexible

McClelland's Acquired Needs Theory

An explanation of human needs that focuses on the desires for achievement, power, and affiliation that people develop as a result of their life experiences

Content Theory of Motivation

An explanation of motivation that emphasizes people's internal characteristics. Focuses on understanding what needs people have and how those needs can be satisfied. Includes 4 theories: 1. Maslow's Hierarchy of Needs 2. Alderfer's ERG Theory 3. Argyris's maturity-immaturity continuum 4. McClelland's acquired needs theory

Situational Approach to Leadership

Based on the more modern assumption that each instance of leadership is different and therefore requires a unique combination of leaders, followers, and leadership situations. Expressed in formula SL=f(L,F,S) which means a successful leader is a function of a leader, follower, and situation that are appropriate for one another.

Transformational Leadership

Leadership that inspires organizational success by profoundly affecting followers' beliefs in what an organization should be as well as their values, such as justice and integrity. Creates a sense of duty within an organization, encourages new ways of handling problems, and promotes learning for all organization members.

Coaching

Leadership that instructs followers on how to meet the specific organizational challenges they face. Identifies inappropriate behavior in followers and suggests how they might correct that behavior.

The Homans Model

Most widely accepted framework for explaining the evolution of informal groups that states that the informal group is established to provide satisfaction and growth. Once these groups are established, members are likely to resist changes that threaten their status.

Needs-Goal Theory of Motivation

Motivation model that hypothesizes that felt needs cause human behavior. Motivation begins with an individual feeling a need which is then transformed into behavior directed at supporting, or allowing, the performance of goal behavior to reduce the felt need.

Michigan Studies

Pinpointed two basic types of leader behavior: 1) Job-centered behavior: focuses primarily on the work that a subordinate is doing and is interested in the job that a subordinate is doing and how well they are performing that job. 2) Employee-centered behavior: focuses primarily on subordinates as people and is attentive to the personal needs of subordinates and in building cooperative work teams that are satisfying to subordinates and advantageous for the organization.

Fiedler's Contingency Theory

Strategy to overcome obstacles related to leader flexibility that proposes changing the organizational situation to fit the leader's style instead of changing the leader's style to fit the situation. 3 primary factors to be considered when moving leaders into situations appropriate for their style include 1) Leader-member relations 2) Task structure and 3) Position power. These factors can be arranged into 8 different combinations called octants.

Path-Goal Theory of Leadership

Suggests that the primary activities of a leader are to make desirable and achievable rewards available to organization members who attain organizational goals and to clarify the kinds of behavior that must be performed to earn those rewards. Maintains that managers can facilitate job performance by showing employees how their performance directly affects their receiving desired rewards.

Leader Flexibility

The idea that successful leaders must change their leadership styles as they encounter different situations. Situational theories of leadership are based on this concept.

Motivation

The inner state that causes an individual to behave in a way that ensures the accomplishment of some goal.

System 4

This style of management is characterized by complete trust and confidence in subordinates. Subordinates feel completely free to discuss their jobs with superiors and are motivated by factors such as economic rewards, which are based on a compensation system developed through employee participation and involvement in goal setting. Information flows upward, downward, and horizontally. Upward communication is generally accepted—but even when it is not, employees' questions are answered candidly. Decision making is spread widely throughout the organization and is well coordinated.

Obstacles of leader flexibility

-leadership style is sometimes so ingrained in a leader that it takes years for the leader's style to even approach flexibility. -some leaders have experienced such success in a basically static situation that they believe developing a flexible style is unnecessary. -widely held notion that, in order for leaders to be considered successful in a new role, they need to generate "quick wins."

According to Path-Goal Theory of Leadership, leaders exhibit 4 primary types of behavior:

1) Directive Behavior: Telling followers what to do and how to do it. 2) Supportive Behavior: Being friendly with followers and showing interest in them as human beings. 3) Participative Behavior: Aimed at seeking suggestions from followers regarding business operations to the extent that followers are involved in making important organizational decisions. 4) Achievement Behavior: setting challenging goals for followers to reach and expressing and demonstrating confidence that they will measure up to the challenge.

The 3 primary factors, or forces, that influence a manager's determination of which leadership behavior to use in making decisions according to Tannenbaum and Schmidt

1) Forces in the Manager- their values, level of confidence in subordinates, personal leadership strengths, and tolerance for ambiguity. 2) Forces in Subordinates- need for independence, readiness to assume responsibility for decision-making, interest in problem-solving, etc. 3) Forces in the Situation- type of organization (large, small, geographic distribution, etc.), effectiveness of the group (experience, confidence, etc.), problem to be solved and experience necessary to solve it, and time available to make a decision.

Tasks of Transformational Leadership

1) Raise awareness of organizational issues and their consequences 2) Create a vision of what the organization should be, build commitment to that vision throughout the organization, and facilitate organizational changes that support the vision,

Process Theory of Motivation

An explanation of motivation that emphasizes how individuals are motivated. Focuses essentially on the steps that occur when an individual is motivated. Includes 4 theories: 1. Needs-goal theory 2. Vroom expectancy theory 3. Equity theory 4. Porter-Lawler theory

Equity Theory

Explanation of motivation that emphasizes the individual's perceived fairness of an employment situation and how perceived inequities can cause certain behavior. When individuals believe they've been treated unfairly in comparison to their coworkers they react in a couple of ways.

Hygiene (maintenance) factors

Job factors that influence job dissatisfaction and relate to the work environment. Can cause dissatisfaction if missing but do not necessarily motivate employees if increased. Ex. Increasing salary rarely causes workers to do a better job, but will keep them from being dissatisfied.

Consideration Behavior

Leadership behavior that reflects friendship, mutual trust, respect, and warmth in the relationship between leader and followers. This type of behavior generally aims to develop and maintain a good relationship between the leader and the followers.

System 3

This style of management is characterized by substantial, though not complete, confidence in subordinates. Subordinates feel fairly free to discuss their jobs with superiors and are motivated by rewards, occasional punishments, and some involvement. Information flows both upward and downward in the organization. Upward communication is often accepted, though at times it may be viewed with suspicion. Although broad policies and general decisions are made at the top of the organization, more specific decisions are made at lower levels.