MGT 305- chs7-8

university of Iowa studies

(Kurt Lewin) identified three leadership styles: autocratic style, democratic style, laissez faire style

autocratic style

(Kurt Lewin- Iowa studies) type of leadership style emphasizes centralized authority, and low participation

democratic style

(Kurt Lewin-Iowa Studies) type of leadership style emphasized involvement, high participation, and feedback

laissez faire style

(Kurt Lewin-Iowa studies) type of leadership style that emphasizes hands off-management

task groups

(formal) groups composed of individuals brought together to complete a specific job task; their existence is often temporary because when the task is completed, the group disbands

command groups

(formal) groups that are determined by the organization chart and composed of individuals who report directly to a given manager

self-managed teams

(formal) groups that are essentially independent and that, in addition to their own tasks, take on traditional managerial responsibilities, such as hiring, planning, and scheduling

cross-functional teams

(formal)groups that bring together the knowledge and skills of individual's various work areas or groups whose members have been trained to do each other's jobs

consideration

(ohio state studies-dimension) the leader's mutual trust and respect for group member's ideas and feeling

initiating structure

(ohio state studies-dimension) the role of the leader in a defining his or her role and the roles of group members

credibility

(this of a leader)The assessment of a leader's honesty, competence, and ability to inspire by his or her followers

adjourning

- the final stage of group development for temporary groups during which group members are concerned with wrapping up activities rather than task performance.

norming stage

- the third stage of group development, characterized by close relationships and cohesiveness.

four stages of follower readiness

1. followers are unable and unwilling 2. followers are unable but willing 3. followers are able but unwilling 4. followers are able and willing

visionary leadership

A leader who creates and articulates a realistic, credible, and attractive vision of the future that improves upon the present situation.

charismatic leadership

An enthusiastic, self-confident leader whose personality and actions influence people to behave in certain ways.

assumptions of the Fiedler Model

Assumptions: a certain leadership style should be most effective in different types of situation; AND leaders do not readily change leadership styles

substitutes

Follower characteristics ---Experience, training, professional orientation, or the need for independence Job characteristics ---Routine, unambiguous, and satisfying jobs Organization characteristics ---Explicit formalized goals, rigid rules and procedures, or cohesive work groups

informal groups

Groups that are independently formed to meet the social needs of their members; social groups

situational leadership theory

Hersey and Blanchard's contingency theory of leadership SLT stands for

empowerment

Increasing the decision-making discretion of workers such that teams can make key operating decisions in developing budgets, scheduling workloads, controlling inventories, and solving quality problems.

motivation to lead

Individuals with higher levels of this are more receptive to leadership development opportunities.

trust

Is related to increases in job performance, organizational citizenship behaviors, job satisfaction, and organization commitment

least preferred co worker

LPC stands for

transactional leadership

Leaders who guide or motivate their followers in the direction of established goals by clarifying role and task requirements.

transformational leadership

Leaders who inspire followers to transcend their own self-interests for the good of the organization by clarifying role and task requirements.

acceptance

SLT- leadership effectiveness depends on whether followers accept or reject a leader

readiness

SLT- the extent to which followers have the ability and willingness to accomplish a specific task

trust

The belief of followers (and others) in the integrity, character, and ability of a leader

expert power

The influence a leader can exert as a result of his or her expertise, skills, or knowledge.

legitimate power

The power a leader has as a result of his or her position.

coercive power

The power a leader has to punish or control.

referent power

The power of a leader that arises because of a person's desirable resources or admired personal traits.

reward power

The power to give positive benefits or rewards.

universal elements of effective leadership

Vision Foresight Providing encouragement Trustworthiness Dynamism Positiveness Proactiveness

formal groups

Work groups defined by the organization's structure that have designated work assignments and tasks

path-goal model

a contingency theory of leadership; States that the leader's job is to assist his or her followers in attaining their goals and to provide direction or support to ensure that their goals are compatible with those of the organization

high-high leader

a leader high in both initiating structure and consideration behaviors

status

a prestige grading, position, or rank within a group

problem-solving team

a team from the same department or functional area that's involved in efforts to improve work activities or to solve specific problems.

managerial grid

a two-dimensional grid for appraising leadership styles

self-managed work team

a type of work team that operates without a manager and is responsible for a complete work process or segment.

virtual team

a type of work team that uses technology to link physically dispersed members in order to achieve a common goal.

cross-functional team

a work team composed of individuals from various functional specialties.

managerial grid

appraises leadership styles using two dimensions and places managerial styles in five categories

role

behavior patterns expected of someone occupying a given position in a social unit.

team leadership characteristics

characteristics of this include: Having patience to share information Being able to trust others and to give up authority Understanding when to intervene

relationship conflict

conflict based on interpersonal relationships

process conflict

conflict over how work gets done

task conflict

conflicts over content and goals of the work

dysfunctional conflicts

conflicts that prevent a group from achieving its goals

functional conflicts

conflicts that support a group's goals and improve its performance

path-goal model

contingency theory of leadership states: Depending on the situation, leaders assume different leadership styles at different times: directive leader, supportive leader, participative leader, achievement oriented leader

SLT

creates four specific leadership styles incorporating Fiedler's two leadership dimensions

production oriented

dimension of leadership behavior, found in U of Michigan studies, emphasizing task accomplishment

employee oriented

dimension of leadership behavior, found in U of Michigan studies,emphasizing personal relationships

telling, selling, participating, and delegating

four leadership styles of SLT

work teams

groups whose members work intensely on a specific, common goal using their positive synergy, individual and mutual accountability, and complementary skills.

results of Iowa studies

had mixed results; found no specific style was consistently better for producing better performance, and employees were more satisfied under a democratic leader than under an autocratic leader

leaders

ideally, all managers should be

dimensions of trust

integrity, competence, consistency, loyalty, and openness

transactional leaders

leaders who lead primarily by using social exchanges (or transactions)

work teams

leadership role is shared in this

selling

leadership style: high task-high relationship leadership

telling

leadership style: high task-low relationship leadership

participating

leadership style: low task-high relationship leadership

delegating

leadership style: low task-low relationship leadership

Fiedler Model

matching the leader to the situation or changing the situation to make it favorable to the leader is required in

results of Ohio state studies

mixed results: high consideration/high structure leaders generally, but not always, achieved high scores on group task performance and satisfaction AND evidence indicated that situational factors appeared to strongly influence leadership effectiveness

work groups

one leader is clearly in charge in this

task structure

one of Fiedler's situational contingencies that describes the degree to which job assignments are formalized and structured

position power

one of fiedler's situational contingencies that describes the degree of influence a leader has over activities such as hiring, firing, discipline, promotions, and salary increases

LPC questionnaire

part of the Fiedler Model; determines the leadership style by measuring responses to 18 pairs of contrasting adjectives

conflict

perceived incompatible differences that result in interference or opposition

The Fiedler Model

proposes that effective group performance depends upon the proper match between the leader's style of interacting with followers and the degree to which the situation allows the leader to control and influence

results of Michigan studies

research findings: leaders who are employee oriented are strongly associated with high group productivity and high job satisfaction

leader

someone who can influence others and who has managerial authority

norms

standards or expectations that are accepted and shared by a group's members

University of Michigan studies

study identified two dimensions of leader behavior: employee oriented and production oriented

group cohesiveness

the degree to which group members are attracted to one another and share the group's goals

forming stage

the first stage of group development in which people join the group and then define the group's purpose, structure, and leadership

performing stage

the fourth stage of group development when the group is fully functional and works on group task.

concern for people and concern for production

the managerial grid appraises leadership styles using these two dimensions:

impoverished management, task management, middle-of-the-road management, country club management, and team management

the managerial grid places managerial styles in five categories

social network

the patterns of informal connections among individuals within groups

storming stage

the second stage of group development, characterized by intragroup conflict

social loafing

the tendency for individuals to expend less effort when working collectively than when working individually

initiating structure and consideration

the two dimensions of leader behavior found by Ohio State Studies:

traditional view of conflict

the view that all conflict is bad and must be avoided

human relations view of conflict

the view that conflict is a natural and inevitable outcome in any group

interactionist view of conflict

the view that some conflict is necessary for a group to perform effectively.

visionary leaders

these are abilities of this type of leader: Explain the vision to others, Express the vision not just verbally but through behavior, Extend or apply the vision to different leadership contexts

leadership behavioral theories

these early leadership theories focused on how the leader interacted with his or her group members

leadership trait theories

these early leadership theories focused on the leader

charismatic leaders

these leaders have the characteristics of: Have a vision Are able to articulate the vision Are willing to take risks to achieve the vision Are sensitive to the environment and follower needs Exhibit behaviors that are out of the ordinary

SLT

this argues that successful leadership is achieved by selecting the right leadership style which is contingents on the level of the followers' readiness AND leaders must relinquish control over and contact with followers as they become more competent

Ohio State studies

this behavioral theory study identified two dimensions of leader behavior: initiating structure and consideration

low score

this score on the LPC questionnaire represents a task-oriented leadership style

leader training

this type of Training is more likely to be successful with individuals who are high self-monitors than those who are low self-monitors.

high score

this type of score on the LPC questionnaire represents a relationship-oriented leadership style

drive, desire to lead, honesty and integrity, self-confidence, intelligence, job-relevant knowledge, and extraversion

trait theories- later research on the leadership process identifies seven traits associated with successful leadership:

unsuccessful

trait theories- research focused on identifying personal characteristics that differentiated leaders from non-leaders was

group

two or more interacting and interdependent individuals who come together to achieve specific goals

behavioral theories

university of Iowa studies, Ohio State Studies, University of Michigan Studies

leadership

what leaders do; the process of influencing a group to achieve goals

groupthink

when a group exerts extensive pressure on an individual to align his or her opinion with that of others

team leader's job

who's job is: Managing the team's external boundary Facilitating the team process: ---Includes coaching, facilitating, handling disciplinary problems, reviewing team and individual performance, training, and communication

transactional leadership

women tend to use transformational leadership while men tend to use