MGMT309 Test #4 - Chapter 17 Notes

Organizational Power

- Legitimate Power - Reward Power - Coercive Power

Personal Power

- Referent Power - Expert Power

Leader-Member Exchange (LMX) Approach

- Stresses the importance of variable relationships between supervisors and each of their subordinates. - Vertical Dyads

Expert Power

...is derived from the possession of information or expertise.

Legitimate Power

...is granted through the organizational hierarchy.

Coercive Power

...is the capability to force compliance by means of psychological, emotional, or physical threat.

Referent Power

...is the personal power that accrues to someone based on identification, imitation, loyalty, or charisma.

Reward Power

...is the power to give or withhold rewards.

Substitutes for Leadership

A concept that identifies situations in which leader behavior is neutralized or replaced by characteristics of subordinates, the task, and the organization.

Instrumental Compliance

A subordinate complies with a manger's request to get the rewards that the manager controls.

Legitimate Request

A subordinate's compliance with a manager's request because the organization has given the manager the right to make the request.

Leadership Traits Approach

Assumed that a basset set of personal traits that differentiated leaders from non-leaders could be used to identify leaders and as a tool for predicting who would become leaders. This did not establish empirical relationships between traits and persons regarded as leaders.

Least Preferred Coworker (LPC)

Assumed that leadership style is fixed and situation must be changed to favor leader. Appropriate leadership style varies with situational favorableness (from the leader's viewpoint). Situational favorableness is determined by leader-member relations, task structure, and position power.

Vroom's Decision Tree Approach

Attempts to prescribe a leadership style appropriate to a given situation.

characteristics, situations, employee

Basic premises of Vroom's Decision Tree Approach: - Subordinate participation in decision making depends on the _____ of the situation. - No one decision-making process is best for all _____. - After evaluating attributes, a leader chooses a path on the decision trees that determines the decision style and specifics the amount of _____ participation (decision significance and decision timeliness).

Supportive Leader Behavior

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

Subordinates

Characteristics that Substitute for Leadership: _____ - Ability - Experience - Need for independence - Professional orientation - Indifference towards organizational goals

Organization

Characteristics that Substitute for Leadership: _____ - Formalization - Group cohesion - Inflexibility - A rigid reward structure

Task

Characteristics that Substitute for Leadership: _____ - Routineness -The availability of feedback - Intrinsic satisfaction

Participative Leader Behavior

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

Leadership Continuum (Tannenbaum and Schmidt)

Continuum identifies a range of levels of leadership from boss-centered to subordinate-centered leadership. Variables influencing the decision-making continuum include leader's characteristics, subordinates' characteristics, and situational characteristics.

Rational Persuasion

Convincing subordinates compliance is in their best interest.

Ohio State Studies

Did not interpret leader behavior as being one-dimensional as did the Michigan studies. Initial research assumption: leaders who exhibit high levels of both behaviors would be most effective leaders. Identified two basic leadership styles that can be exhibited simultaneously: initiating-structure behavior and consideration behavior.

The "Great Man" Approach

Hundred of studies boil down to five common traits... 1. Intelligence 2. Self-Confidence 3. Determination 4. Integrity 5. Social Ability

Michigan Studies

Identified two forms of leader behavior: job-centered behavior and employee-centered behavior. These two forms of leader behaviors were considered to be at opposite ends of the same continuum.

Subordinates' Characteristics

Independence needs, readiness for responsibility, tolerance of ambiguity, interest in the problem, understanding goals, knowledge, experience, and expectations.

Inspirational Appeal

Influencing subordinate's behavior through an appeal to a set of higher ideals or values (e.g., loyalty).

Vertical Dyads

Leaders from unique independent relationships with each subordinate (dyad) in which the subordinate becomes a member of the leaders out-group or in-group.

non-coercive, Motivating, culture, force

Leadership as a Process: what leaders actually do. - Using _____ influence to shape the group or organization's goals. - _____ others' behavior toward goals. - Helping to define organizational _____. - Leaders are people who can influence the behavior of others without having to rely on _____.

Characteristics, accepted

Leadership as a Property: who leaders are. - _____ attributed to individuals perceived as leaders. - Leaders are people who are _____ as leaders by others.

Process

Leadership as a _____: what leaders actually do.

Property

Leadership as a _____: who leaders are.

least, High, task

Least Preferred Coworker (LPC) states that appropriate leadership style varies with situational variableness (from the leader's viewpoint). - LPC scale asks leaders to describe the person with whom they are _____ able to work well. - _____ scale scored indicate a relationship orientation; low scores indicate a _____ orientation on the part of the leader.

Directive Leader Behavior

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

Impression Management

Making a direct and intentional effort to enhance one's image in the eyes of others.

Delegate

Manager allows the group to define for itself the exact nature and parameters of the problem and then develop a solution.

Decide

Manager makes decision alone and then announces or "sells" it to the group.

Consult (Group)

Manager presents problem to group at a meeting, gets their suggestions, then makes the decision.

Consult (Individually)

Manager presents program to group members individually, obtains their suggestions, then makes the decision.

Facilitate

Manager presents the problem to the group, defines the problem and its boundaries, and then facilitates group member discussion as they make the decision.

Employee-Centered Behavior

Managers who focus on the development of cohesive work groups and employee satisfaction.

Job-Centered Behavior

Managers who pay close attention to subordinates' work, explain work procedures, and are keenly interested in performance.

politically, autonomy, power, disagreements, covert

Managing Political Behavior: - Be aware that even if actions are not _____ motivated, others may assume that they are. - Reduce the likelihood of subordinates engaging in political behavior by providing them with _____, responsibility, challenge, and feedback. - Avoid using _____ to avoid charges of political motivation. - Get _____ and conflicts out in the open so that subordinates have less opportunity to engage in political behavior. - Avoid _____ behaviors that give the impression of political intent even if non exists.

Inducement

Offering to give something to someone else in return for that person's support.

Persuasion

Persuading others to support a goal on grounds that are objective and logical as well as subjective and personal.

Creation of an Obligation

Providing support for another person's position that obliges that person to return the favor at a future date.

Achievement-Oriented Leader Behavior

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

high

Subordinates are involved when decision significance is _____.

high, low, consideration, absenteeism

Subsequent research in the Ohio State studies indicated that: - Employees of supervisors ranked _____ on initiating structure were high performers, but had _____ levels of satisfaction and higher absenteeism. - Employees of supervisors ranked high on _____ had low performance ratings, but had high levels of satisfaction and had less _____.

Power

The ability to affect the behavior of others.

Political Behavior

The activities carried out for the specific purpose of acquiring, developing, and using power and other resources to obtain one's preferred outcomes. Common political behaviors include inducement, persuasion, creation of an obligation, coercion, and impression management.

Decision Timeliness

The degree of time pressure for making a decision in a timely basis; may preclude involving subordinates.

Decision Significance

The degree to which the decision will have an impact on the organization. Subordinates are involved when decision significance is high.

Task Structure

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

Initiating-Structure Behavior

The leader clearly defines the leader-subordinate role expectations, formalizes communications, and sets the working agenda.

Consideration Behavior

The leader shows concern for subordinates and attempts to establish a friendly and supportive climate.

Leader-Member Relations

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

Position Power

The power vested in the leader's position.

Path-Goal Theory (Evans and House)

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 goal accomplishment or rewards. Leader behaviors include directive, supportive, participative, and achievement-oriented leader behaviors.

Coercion

Threatening to fire, punish, or reprimand subordinates if they do not do something.

Situational Characteristics

Type of organization, group effectiveness, the problem itself, and time pressures.

Coercion

Using force to get one's way.

Personal Identification

Using the superior's referent power to shape a subordinate's behavior.

Leader's Characteristics

Value system, confidence in subordinates, personal inclinations, and feelings of security.

Decision

Vroom's Decision Tree Approach: _____ Making Styles - Decide - Consult (individually) - Consult (group) - Facilitate - Delegate

Information Distortion

Withholding or distorting information (which may create an unethical situation) to influence subordinates' behavior.

Situational

_____ Models of Leader Behavior assume that: - Appropriate leader behavior depends on the situation. - Situational factors that determine appropriate leader behavior can be identified. Situational Approaches to Leadership include: - Leadership Continuum (Tannenbaum and Schmidt) - Least Preferred Coworker (LPC) - Path-Goal Theory (Evans and House) - Vroom's Decision Tree Approach - The Leader-Member Exchange (LMX) Approach