MGMT 363 Ch. 14- Leadership
contingency approach
(situational) considers both the style of the leader and the complexities of the situation before recommending appropriate leadership style. assumes that appropriate leader behavior varies from situations.
visionary leader
a leader that creates a positive image for the future that motivates organizational members and provides direction for future planning and goal setting
proposition ii
a relationship oriented leader will be most successful in situations with moderate control
proposition I
a task oriented leader will be most successful in situations with high or low control
transactional leadership
based on an exchange process in which followers are rewarded for good performance and punished for poor performance
preference zone
behaviors and activities that target actually enjoys doing and would probably do with any request running errands, learning, helping
noninfluence zone
behaviors in which the target would not engage under any work related circumstance unethical, sleep with boss
legitimate zone
behaviors in which the target would rather not do but recognizes that it is her responsibility, as an employee to when asked. this represents what is called ADEQUATE ROLE BEHAVIOR (lower limits of acceptance work performance) documentation, filing, on call, etc.
four leader behaviors under house's theory
directive- know what is expected (commanding) supportive- friendly, showing concern (affiliative) achievement oriented- challenging goals (visionary) participative- consulting and soliciting suggestions (democratic)
major approaches to leadership
early trait approach, trait theory, behavioral approach, contingency (situational approach)
trait theory
effective leaders possess a similar set of traits or characteristics. ways that leaders are different than followers
barbuto's extension
five zones. preference zone, indifference zone, legitimate zone, influence zone, noninfluence zone
transformational leadership
generates awareness and acceptance of a group's purpose and mission and gets employees to see beyond their own needs and self interests for the good of the group four aspects: 1) idealized influence 2) intellectual stimulation 3) individualized consideration 4) inspirational motivation
normative aka vroom yetton jago
helps leaders decide how much employee participation (from none to letting employees make the entire decision) should be used when making decisions, attempts to prescribe a leadership style appropriate to a given situation. use chart to decide between AI, AII, CI, CII, GII
early trait theory
identify potential leaders identify traits of good leaders, measure them, match them inborn characteristics such as height, ethnicity, physical characteristics, etc. unsuccessful because of that
behavioral approach- ohio state
initiating structure and consideration behavior were two different dimensions. leaders that exhibit high levels of both behaviors will likely be the most effective.
behavioral approach- michigan
job centered (performance driven) and employee centered were assumed to be at the opposite ends of a column
AII
leader asks for information but leader makes the decision
AI
leader makes decision
house's path-goal theory
leaders can increase subordinate satisfaction and performance by clarifying and clearing the paths to goals and by increasing the number and kinds of rewards available for goal attainment behaviors --> paths rewards --> goals four leader behaviors leader can change style
fiedler's LPC theory
least preferred co-worker -leadership style is the way that leaders generally behave towards their followers, tied to underlying needs and personalities task oriented vs relationship oriented (spectrum)
legitimate power
power granted through the organizational structure, it is the power accorded people occupying particular positions
CII
present problem to a group but make the decision alone
CI
present problem to group members individually
GII
present to group and facilitate group member discussion, leader implements group decision
influence zone
tasks and activities which the target views as outside his normal work duties and responsibilities. would mean going above and beyond job requirements and as such are terms. can be motivated to perform if the proper source is tapped by the leader. coffee, drycleaning
power
the ability to affect the behavior of others 1) legitimate power 2) reward power 3) coercive power 4) referent power 5) expert power
charismatic leadership
the behavioral tendencies and personal characteristics of leaders that create an exceptionally strong relationship with followers. articulate a clear vision for the future, model values by acting consistently, communicate high performance expectations, display confidence in followers
situational control
the degree to which a particular situation either permits or denies a leader the chance to influence the behavior of group members -leader-member relations- degree to which group supports the leader -task structure-extent to which procedures are clearly determined -position power- degree of reward/coercive/legitimate power leader has
referent power
the personal power that accrues to someone based on identification, imitation, loyalty, or charisma
expert power
the personal power that accrues to someone based on the information or expertise that they possess
coercive power
the power to force compliance by means of psychological, emotional, or physical threat
reward power
the power to give or withhold rewards such as salaries, bonuses, promotions, recommendations
indifference zone
these behaviors represent activities for which the target has no preference and is indifferent to fill in for receptionist
four types of leaders
visionary, charismatic, transformational, transactional
barnard's zone of acceptance
we have a range in which we perceive a manager to have proper authority to make decisions within this scope, the size of the range varies with each individual