MGMT 302 Ch.11 11-3

Characteristics of the subordinate that may serve to neutralize leader behavior include

- Ability - Experience - need for independence - professional orientation - indifference toward - organizational rewards

Organizational characteristics that may substitute for leadership include 4

- Formalization - group cohesion - Inflexibility - a rigid reward structure

4 Situational Theories of Leadership

- Least preferred coworker (LPC) theory - Path-goal theory - Decision tree approach - Leader-member exchange (LMX) approach

Task characteristics that may substitute for leadership include 3

- Routineness - the availability of feedback - intrinsic satisfaction.

4 basic forms of political behavior

- inducement - persuasion - creation of an obligation - Coercion

4 kinds of leader behavior Path-Goal Theory

1. Directive 2. Supportive 3. Participative 4. Achievement-oriented

Charismatic leaders must be able to: 3

1. Envision the future, set high expectations, and model behaviors consistent with those expectations. 2. Energize others through a demonstration of excitement, personal confidence, and patterns of success. 3. Enable others by supporting them, by empathizing with them, and by expressing confidence in them.

House's theory suggests that charismatic leaders are likely to have a lot of 3 things

1. Self-confidence 2. a firm conviction in their beliefs and ideals 3. a strong need to influence people.

A widely circulated article in the popular press identified 7 keys to successful leadership

1. trusting one's subordinates 2. developing a vision 3. keeping cool 4. encouraging risk 5. being an expert 6. inviting dissent 7. simplifying things

Setting challenging goals, expecting subordinates to perform at high levels, encouraging and showing confidence in subordinates

Achievement-oriented

_________ is one of the first things that people think of

Appearance

Appropriate leader behavior varies from one situation to another.

Assumptions

Situational factors that determine appropriate leader behavior can be identified.

Assumptions

A form of interpersonal attraction that inspires support and acceptance

Charisma

Assumes that charisma is an individual characteristic of the leader

Charismatic leadership

the use of force to get one's way

Coercion

Decision-making styles Vroom's Decision Tree Approach The manager presents the problem to the group members at a meeting, gets their suggestions, and then makes the decision.

Consult (group).

Decision-making styles Vroom's Decision Tree Approach The manager presents the program to the group members individually, obtains their suggestions, and then makes the decision.

Consult (individually)

The capability to provide purpose and direction that encompasses both international and diversity-based cultural differences in the organization.

Cross-Cultural Leadership

The manager makes the decision alone and then announces or "sells" it to the group Decision-making styles Vroom's Decision Tree Approach

Decide

The impact of the decision on the organization. Subordinates are involved when decision significance is high

Decision significance

The time pressure for making a decision may preclude involving subordinates

Decision timeliness

Decision-making styles Vroom's Decision Tree Approach The manager allows the group to define for itself the exact nature and parameters of the problem and then to develop a solution.

Delegate

Letting subordinates know what is expected of them, giving guidance and direction, and scheduling work

Directive

Involves providing a strong corporate governance model to the organization that reflects the high ethical standards of its leaders.

Ethical Leadership

Requires holding those who lead the organization accountable for their actions and the consequences of their actions

Ethical Leadership

Decision-making styles Vroom's Decision Tree Approach The manager presents the problem to the group at a meeting, defines the problem and its boundaries, and then facilitates the group member discussions the make the decision.

Facilitate

A direct and intentional effort by someone to enhance his or her image in the eyes of others

Impression management

Stresses that leaders have different kinds of relationships with different subordinates

LMX model

conceived by George Graen and Fred Dansereau

LMX model

The measuring scale that asks leaders to describe the person with whom he or she is able to work least well (the least-preferred coworker, or LPC)

LPC Measure

A theory of leadership that suggests that the appropriate style of leadership varies with situational favorableness

LPC theory

developed by Fred Fiedler

LPC theory

The nature of the relationship between the leader and the work group.

Leader-member relations

Consulting with subordinates, soliciting suggestions, and allowing participation in decision making

Participative

associated most closely with Martin Evans and Robert House

Path-Goal Theory

The power vested in the leader's position.

Position power

Who first proposed a theory of charismatic leadership based on research findings from a variety of social science disciplines

Robert House

Being friendly and approachable, having concern for subordinate welfare, and treating subordinates as equals

Supportive

The degree to which the group's task is defined.

Task structure

Leadership that goes beyond ordinary expectation by transmitting a sense of mission, stimulating learning experiences, and inspiring new ways of thinking

Transformational Leadership

The earliest version of Vroom's decision tree approach model was proposed by

Victor Vroom and Philip Yetton

later revised and expanded by _________ and ________ Vroom's decision tree approach

Vroom and Arthur Jago.

Predicts what kinds of situations call for different degrees of group participation

Vroom's decision tree approach

LPC Measure High scale scores indicate ________

a relationship orientation

LPC Measure Low scores indicate ________.

a task orientation

Important personal characteristics include the subordinates' perception of their own ___ and their locus of control

abilities

If people perceive that they are lacking in abilities, they may prefer __________ leadership to help them understand path-goal relationships better

directive

a person with an external locus of control may prefer ______ leadership

directive

cross-cultural factors play a growing role in organizations as their workforces become more and more ____

diverse

which occurs when a manager offers to give something to someone else in return for that individual's support.

inducement

To be effective in this role, a manager needs to have a thorough and complete understanding of the organization 4 strategic leadership

its history its culture its strengths its weaknesses

A person with an internal locus of control may prefer _____ leadership

participative

A theory of leadership suggesting that the primary functions of a leader are to make valued or desired rewards available in the workplace and to clarify for the subordinate the kinds of behavior that will lead to those rewards

path-goal theory

Path-goal theory focuses on the situational factors of the ____________________ of subordinates and environmental characteristics of the workplace.

personal characteristics

which relies on both emotion and logic

persuasion

When leader-member relations are good, task structure low, and position power weak, the leader style that is most likely to be effective is ___________

relationship oriented

path-goal theory suggests that the appropriate leader style depends on _________ factors

situational

The capability to understand the complexities of both the organization and its environment and to lead change in the organization to achieve and maintain a superior alignment between the organization and its environment

strategic leadership

A concept that identifies situations in which leader behaviors are neutralized or replaced by characteristics of the subordinate, the task, and the organization

substitutes for leadership