Mba 601 chapter 7-11

Path goal

- Effort-to-performance probabilities. • Performance-to-outcome probabilities. • Assigned valences or values of outcomes.

Model m has 4 components

-Environmental scanning -Vision -setting of new goals to support vision -needed system changes

Problems faced by organizations (monitoring)

1. Talent hoarding 2. Managing high performers and high flyers

What two categories does follower performance fall under?

1. The what 2. The how

Which of the following methods of succession planning involves leaders providing performance and potential ratings for their followers?

9-box matrices

Norming

: Characterized by the clear emergence of a leader and the development of group norms and cohesiveness.

The rational approach to organizational change: Beer's model

Amount of change, C, equals the product of dissatisfaction, D, model, M, and process, P, greater than resistance, R.

Destructive Leadership

Associated with individuals who are effective at engaging followers, building teams, and getting results through others, but who obtain results that are morally or ethically challenged or that undermine success.

Which of the following is a useful tool to determine how an organization defines winning?

Balanced scorecards

The formula for the rational approach to change is

C = D × M × P > R.

Process P: change plan

Change initiative becomes tangible and actionable because it consists of the development and execution

Transformational Leadership

Changes the status quo by appealing to followers' values and their sense of higher purpose.

Forming

Characterized by polite conversation, the gathering of superficial information about fellow members, and low trust.

(MONITORING) Electronic Performance Monitoring is

Cheap, provides more control, cuts time wasting behavior

Teams have

Common goals or tasks

Evaluating

D- differentiation P- performance consequences P- personal growth P- performance appraisals

Managerial derailment

Describes the reasons why people in positions of authority have difficulty engaging followers, building teams, or getting results through others.

Resistance R: expectation performance gap

Difference between initial expectations and reality.

How do groups and teams differ?

Groups and teams are different from the skills, abilities, values, and motives of those who compose them.

Managerial Incompetence

Inability to engage followers, build teams, or get results through others.

Interrole conflict:

Inability to perform one's roles as well as one would like.

Define monitoring

Includes tracking follower performance, sharing feedback on goal progress, and providing needed resources and coaching.

Siloed thinking

Involves optimizing one part of the organization at the expense of suboptimizing the organization's overall effectiveness.

Which of the following statements is true of the Situational Leadership model?

It maintains that leaders who correctly base their behaviors on follower maturity will be highly effective.

Achievement-oriented leadership

Leaders exhibiting these behaviors would be seen as both demanding and supporting in interactions with their followers.

In the context of the four types of leader behavior in the path-goal theory, which of the following is most likely a characteristic of achievement-oriented leadership?

Leaders support follower behaviors by exhibiting a high degree of confidence so that subordinates can put forth the necessary effort.

Participative leadership:

Leaders tend to share work problems with followers; solicit their suggestions, concerns, and recommendations; and weigh these inputs in the decision-making process.

Performing

Marked by group members that play functional, interdependent roles that are focused on the performance of group tasks.

Storming

Marked by intragroup conflict, heightened emotional levels, and status differentiation as remaining contenders struggle to build alliances and fulfill the group's leadership role.

What is the performance management cycle?

Monitoring Planning Evaluating

Which of the following was developed by Bass to assess the extent to which leaders exhibited transformational or transactional leadership and the extent to which followers were satisfied with their leader and believed their leader was effective?

Multifactor Leadership Questionnaire (MLQ)

Episodic managerial incompetence

Occurs when extremely tough situational or follower events temporarily interfere with a person's ability to build teams and get results.

Ollieism:

Occurs when illegal actions are taken by overly zealous and loyal subordinates who believe that what they are doing will please their leaders.

Chronic managerial incompetence

Occurs when taxing situational or follower events permanently disrupt a person's ability to build teams or get results.

Dr. Gordy test.

One way to determine the level of incompetence among people in positions of authority

Disadvantages of highly cohesive groups

Overbounding Groupthink Ollieism

Charismatic authority systems

People derive authority because of their exemplary characteristics.

Social facilitation:

People increasing their efforts or productivity in the presence of others.

Legal rational authority statement

People possess authority because of the laws that govern the position occupied.

____ refers to what individual followers achieve and the behaviors displayed to achieve results.

Performance

Social loafing

Phenomenon of reduced effort by people when they are not individually accountable for their work

Which of the following components of the performance management cycle involves gaining an in-depth understanding of a team or an organization's goals, the role of the followers in the goal accomplishment, and the context in which the followers operate?

Planning

_____ occurs when leaders insist that the followers spend long hours at work.

Presenteeism

Define evaluating

Providing summary feedback on job performance to followers.

Intersender role conflict

Receiving inconsistent signals from several others about expected behavior.

Intrasender role conflict:

Same person sends mixed signals.

Task behavior include

Telling people what to do, how or when to do it, and who is to do it.

Overbounding:

Tendency to erect what amount to fences or boundaries between themselves and others.

Which of the following statements about a company's vision is most likely false?

The final destination for an organization is identified in its vision.

In the context of the emotional approach to organizational change, identify a true statement about the charismatic authority system.

The locus of authority in this system rests with the individual possessing certain unusual qualities.

Succession planning

The process most organizations use to make leadership potential and readiness decisions. • Episodic and informal in small companies. • Systematic in large companies.

In the context of the leader-member exchange theory, which of the following statements is true of the routinization stage of development of a relationship?

The relationship becomes well established in this stage.

Which of the following statements about transformational leaders is most likely true?

They are inherently future-oriented.

in the context of team effectiveness, who among the following team members in an organization would be considered a force multiplier?

Tina, who is always ready to help others

Max Weber's types of authority systems

Traditional authority systems Legal rational authority statement Charismatic authority systems

Traditional authority systems

Traditions or unwritten laws of the society dictate who has authority and how this authority can be used.

James MacGregor Burns types of leadership's

Transactional Leadership Transformational Leadership

Group (can be a member of more than one group)

Two or more persons interacting with one another in a manner that each person influences and is influenced by each other person.

Define planning

Understanding the team's or organization's goals, the role followers need to play in goal accomplishment, the context in which followers operate, and the behaviors they need to exhibit for the team to be successful.

Systems thinking approach

Views the organization as a set of interlocking systems where changes in one system can have intended and unintended consequences for other parts of the organization.

Person-role conflict:

Violation of a person's values by role expectations.

Hackman recommends that

a leader has a responsibility to focus the team outwardly to enhance performance.

After evaluating Michika's performance and leadership potential, her manager has rated her as a high performer with high potential. This means that Michika is most likely a _____ according to the 9-box matrix.

consistent star

Which of the following is a key component to the model (M) variable in Beer's model for organizational change?

environmental scanning

Criterion contamination

occurs when effectiveness measures are affected by factors unrelated to follower performance.

In the context of group cohesion, which of the following occurs when illegal actions are taken by overly zealous and loyal subordinates who believe that what they are doing will please their leaders?

ollieism

Functional, interdependent roles that are focused on the performance of group tasks are characteristic of which stage of group development?

performing

Which of the following is the most important situational factor associated with charismatic leadership?

presence or absence of a crisis

The inefficiencies created by more and more people working together are called

process losses.

Transformational leadership

serves to change the status quo by appealing to followers' values and their sense of higher purpose.

In the context of group size, which of the following is a phenomenon in which working in the presence of others increases effort or productivity?

social facilitation

parisimonious

stingy. The leader follow situation model

In the context of the developmental stages of groups, which of the following stages is characterized by intragroup conflict, heightened emotional levels, and status differentiation?

storming

Which of the following is an approach that asks leaders to think about their organization as a set of interlocking systems and explains how changes in one system can have intended and unintended consequences for other parts of the organization?

systems thinking approach

9-box matrices

used to evaluate performance and potential of followers for key positions of leadership

Transactional Leadership occurs

when leaders and followers are in some type of exchange relationship to get needs met.

Which of the following statements about high-LPC leaders is most likely true?

They are primarily satisfied by establishing and maintaining close interpersonal relationships.

In the context of group roles, which of the following occurs when someone receives inconsistent signals from several others about expected behavior?

intersender role conflict

A manager makes the following statement to a subordinate: "I need this report back in five minutes, and it better be perfect." Which term best describes this type of role conflict?

intrasender role conflict

Multifactor Leadership Questionnaire, or M L Q

is a 360-degree feedback instrument that assesses five transformational and three transactional factors and a nonleadership factor.

In the context of the contingency model, which of the following is the most powerful element of situational favorability?

lader-member relation

The highest levels of situational favorability most likely occur when

leader-member relations are good, the task is structured, and position power is high.

Leader member exchange argues that

leaders do not treat all followers like a uniform group of equals.

Relationship behavior includes

listening, encouraging, facilitating, clarifying, explaining why the task is important, and giving support.

In the 9-box matrix, an employee who is termed as a "solid professional" is someone who has shown

low potential.

Directive leadership

ncludes telling the followers what they are expected to do, how to do it, when it is to be done, and how their work fits in with the work of others.

Managerial derailment patterns

Failure to meet business objectives. • Inability to build and lead a team. • Inability to build relationships with co-workers. • Inability to adapt to new bosses, businesses, cultures, or structures. • Inadequate preparation for promotion.

A store manager asks his employee to keep the outdated stocks of a product at the front of the shelf so that they can be sold. However, the employee is unwilling to mislead customers as this deception is inconsistent with the employee's values and beliefs. In this scenario, the employee is most likely to experience

a person-role conflict.

In the context of the emotional approach to organizational change, which of the following is defined as a particularly strong emotional reaction to, identification with, and belief in some leaders by some followers?

charisma

In the context of the developmental stages of groups, which of the following is a characteristic of the norming stage?

clear emergence of a leader

In the context of the four types of leader behavior in the path-goal theory, which leadership behavior is most likely characterized by telling followers what they are expected to do, how to do it, when it is to be done, and how their work fits in with the work of others?

directive leadership

Roger, the chief executive officer of Exta Corp., tends to engage in idle conversations with his employees. The employees misinterpret them as work assignments. Which of the following time-wasting leaders behaviors is Roger displaying?

executive magnification

In the context of the Situational Leadership model, which of the following is a relationship behavior?

explaining why a task is important

Differentiation

followers is a critical aspect of evaluating performance, and doing this well should systematically improve the quality of followers over time.

Tuckman's Stages of Group Development

forming, storming, norming, performing

In terms of the 9-box matrix, an employee who has high potential but is a moderate performer is called a

future star.

Which term refers to interactions among team members, such as how they communicate with each other, express feelings toward each other, and deal with conflict with each other?

group dynamics

In the context of the Situational Leadership model, which of the following depicts selling as a leadership behavior?

high task behavior, high relationship behavior

Balanced score cards

include organizational goals that can provide middle and more senior leaders with a comprehensive picture of organizational effectiveness.

Which two broad categories of leader behaviors did the Situational Leadership model originally identify?

initiating structure and consideration