MGT 291 study guide Chapter 11
managers plan and budget while leaders establish direction
Differences in creating an agenda
decision can be used to improve/develop subordinates' decision-making skills
development driven decision
Attempting to build effective work groups with high performance goals
employee centered leader behavior
most important determinant of situational favorableness. Refers to the personal relationship that exists between subordinates and their leader. It is based on the extent to which subordinates trust, respect, and have confidence in their leader, and vice versa. High degree = high _____
in LPC, leader-member relations
three factors in path goal theory that affect the characteristics of the environment
task structure, the formal authority system, and the primary work group
It's a situational leadership model. Made by Robert Tannenbaum and Warren H. Schmidt
the leadership continuum model
it is a method of evaluating leadership styles. it can help an organization to train its managers using organizational development techniques so that they are simultaneously more concerned for both people and production. (1,1) and (9,9) style.
the leadership grid
in LPC where leaders are more concerned with interpersonal relationships
HIGH LPC (least preferred coworkers)
the ability to affect the perceptions, beliefs, attitudes, motivation, and/or behavior of others
Influence
in LPC where leaders are more with task relevant problems
LOW LPC
Contends that a leader's effectiveness depends on the situation Assumes a task or relationship focus for leaders Posits that situational favorableness factors determine proper leadership focus
LPC Theory of Leadership (Fiedler)
the noncoercive influence to direct and coordinate the activities of group members to meet a goal
Leadership as a process
the set of characteristics attributed to those perceived to use influence successfully
Leadership as a property
this was an important precursor to modern situational approaches to leadership. it identifies seven levels of leadership which range between the extremes of boss-centered and subordinate-centered leadership.
Robert Tannenbaum and Warren H. Schmidt's leadership continuum model
A study in the behavioral approach to leadership that found two kinds of leadership: "consideration" and "initiating-structure." These were not on the same continuum -- two different lines.
The ohio state studies
Attempts to prescribe how much participation subordinates should be allowed in making decisions
Vroom's Decision Tree Approach (Vroom, Yetton, Jago)
Leadership is both
a process and a property.
a type of leader path goal behavior : involves setting challenging goals, expecting subordinates to perform at their highest level, and showing strong confidence that subordinates will put forth effort and accomplish the goals.
achievement oriented
Attempts to identify behaviors that differentiate effective leaders from nonleaders
behavioral approaches to leadership
The manager presents the problem to group members at a meeting, gets their suggestions, and then makes the decision.
consult group
The manager presents the program to group mem-bers individually, obtains their suggestions, and then makes the decision.
consult individually
emotional intelligence, drive, motivation, honesty and integrity, self-confidence, cognitive ability, charisma
current limited set of leadership traits in trait approach of leadership
The manager makes the decision alone and then announces or "sells" it to the group.
decide (Vrooms)
what are the endpoint decision styles for managers
decide, delegate, consult individually, consult group, facilitate
The manager allows the group to define for itself the exact nature and parameters of the problem and then develop a solution.
delegate (Vrooms)
path-goal theory assumes that leaders can change their behavior and exhibit any or all of these leadership styles. The theory also predicts that the appropriate combination of leadership styles depends on situational factors.
difference between LPC and path goal
managers organize and staff while leaders align people
differences in developing a human network for achieving the agenda
managers control and problem solve while leaders motivate and inspire
differences in executing plans
managers produce predictability, order, and results that can please shareholders while leaders produce change
differences in outcomes
a type of leader path goal behavior : the leader lets subordinates know what is expected of them, gives specific guidance as to how to accomplish tasks, schedules work to be done, and maintains definitive standards of performance for subordinates.
directive
The michigan studies, ohio state studies and leadership grid
early studies in behavioral approaches to leadership
boss-centered leadership is the use of authority by the manager and subordinate centered leadership is use of freedom by the subordinates.
expansion on leadership continuum model
The manager presents the problem to the group at a meeting, defines the problem and its boundaries, and then facilitates group member discussion as members make the decision
facilitate
least important determinant of situational favorableness. (still important though). is the power inherent in the leader's role itself. If the leader has considerable power to assign work, reward and pun-ish employees, and recommend them for promotion, position power is high and favorable. If, however, the leader must have job assignments approved by someone else, does not control rewards and punishment, and has no voice in promotions, position power is low and unfavorable; that is, many decisions are beyond the leader's control.
in LPC, leader position power
second most important determinant of situational favorableness. The LPC theory presumes that structured tasks are more favor-able because the leader need not be closely involved in defining activities and can devote time to other matters. On the other hand, an unstructured task is one that is nonroutine, ambiguous, and complex.
in LPC, task structure
Paying close attention to the work of subordinates, explaining work procedures, and demonstrating a strong interest in performance
job centered leader behavior
Showing concern for subordinates' feelings and respecting subordinates' ideas
leader consideration behaviors
Clearly defining leader-subordinate roles such that subordinates know what is expected of them
leader initiating structure behaviors
refers to the extent to which individuals believe that what happens to them results from their own behavior or from external causes. Research indicates that individuals who attribute outcomes to their own behavior may be more satisfied with a participative leader (since they feel their own efforts can make a difference) whereas individuals who attribute outcomes to external causes may respond more favorably to a directive leader (since they think their own actions are of little consequence).
locus of control
two factors involved with personal characteristics of subordinates in path goal
locus of control and perceived ability
a type of leader path goal behavior: the leader consults with subordinates about issues and takes their suggestions into account before making a decision.
participative
pertains to how people view their own ability with respect to the task. Employees who rate their own ability relatively highly are less likely to feel a need for directive leadership (since they think they know how to do the job), whereas those who perceive their own ability to be relatively low may pre-fer directive leadership (since they think they need someone to show them how to do the job).
perceived ability
Path goal theory believes that two different situational factors affect the leader behavior choice : _____ & _________
personal characteristics of subordinates and characteristics of the environment
Situational characteristics determine the degree to which subordinates should be encouraged to participate in decision making Managers can choose between two decision trees Managers can adopt the endpoint decision styles
premises of Vroom's Decision Tree Approach
the Vroom decision trees lead the manager to an endpoint which presents the ____
recommended process for making the decision
the LPC theory then determines the level of situational favorableness based off leader-member relations, task structure, and position power, and then _______________
recommends a leader behavior that would fit best there (task oriented behavior or person oriented behavior)
Assume that appropriate leader behavior varies from one situation to another situation. Also seek to identify how key situational factors interact to determine appropriate leader behavior
situational leadership models
in path goal theory, the extent to which leader behavior matches the people and environment in the situation is presumed to influence ________
subordinates motivation to perform
a type of leader path goal behavior : friendly and shows concern for subordinates' status, well-being, and needs.
supportive
A study in the behavioral approach to leadership that suggested that there are two fundamental types of leader behavior, job-centered and employee-centered, which were presumed to be at opposite ends of a single continuum.
the michigan studies
its results came up with two fundamental leader behaviors: job-centered and employee-centered
the michigan studies
defined two independent dimensions of leadership: leader consideration behaviors and leader initiating-structure behaviors
the ohio state studies
Focuses on the situation and leader behaviors in suggesting that leaders can readily adapt to different situations Assumes that leaders affect subordinates' performance by clarifying the behaviors (paths) that will lead to desired rewards (goals) Defines types of leader path-goal behaviors
the path goal theory (evans and house)
decision must be made on a timely basis
time driven decision
There are two decision tree choices for Vroom's Decision tree approach, what are they?
time driven decision and development driven decision
Attempts to identify stable and enduring character traits that differentiate effective leaders from non-leaders
trait approach of leadership