ORGBEV - CHAPTER 11
International Harvester (now Navistar International)
"Situational Approaches to Leadership." found that employees of supervisors who ranked high on initiating structure were high performers but expressed low levels of satisfaction and had a higher absence rate. Conversely, employees of supervisors who ranked high on consideration had low performance ratings but high levels of satisfaction and few absences from work.
Path-Goal Theory
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
Establishing direction
Creating an agenda: Leadership
Planning and budgeting
Creating an agenda: Management
Aligning people:
Developing a human network for achieving the agenda: Leadership
Organizing and staffing:
Developing a human network for achieving the agenda: Management
GENERIC APPROACHES TO LEADERSHIP
Early approaches to the study of leadership adopted what might be called a universal or generic perspective; Specifically, they assumed that there was one set of answers to the leadership puzzle.
Motivating and inspiring:
Executing plans: Leadership
Controlling and problem solving:
Executing plans: Management
indentification
Followers may react favorably because they relate in some way with a leader, who may be like them in personality, background, or attitudes.
directive leadership
If people perceive that they are lacking in abilities, they may prefer _____
the manager is also exercising leadership
If the subordinate also wants and appreciates the manager's informal rewards, such as praise, gratitude, and recognition,
the manager is not a leader
If the subordinate sees as valuable only the formal organizational rewards provided by the manager
Produces change
Outcomes: Leadership
Produces a degree of predictability and order
Outcomes: Management
Vroom's decision tree approach
Predicts what kinds of situations call for different degrees of group participation
greater; expert
The more important the information and the fewer the people who have access to it, the ____ is the degree of ______ power possessed by any one individual.
locus of control
a personality trait.
charisma
an intangible attribute of the leader that inspires loyalty and enthusiasm.
task oriented
analogous to job-centered and initiatingstructure behaviors
leaders
are (1) people who can influence the behaviors of others without having to rely on force, or (2) people whom others accept as leaders.
employee-centered leader behavior
are interested in developing a cohesive work group and ensuring that employees are satisfied with their jobs. Their primary concern is the welfare of subordinates
leadership and management
are related, but they are not the same
Martin Evans and Robert House
associates of path-goal theory
SITUATIONAL APPROACHES TO LEADERSHIP/ Situational models
assume that appropriate leader behavior varies from one situation to another
external locus of control
assume that fate, luck, or "the system" determines what happens to them; prefer directive leadership
Leadership Traits
assumed that some basic trait or set of traits existed that differentiated leaders from nonleaders. If those traits could be defined, potential leaders could be identified.
Leadership Behaviors
behaviors or actions of leaders
Leadership
both a process and a property
leadership in conjunction with management
can keep the organization properly aligned with its environment.
Management in conjunction with leadership
can produce orderly change
LPC measure
controversial questionnaire comprised of 16 scales
Task structure
degree to which the group's task is well defined.
Fred Fiedler
developed The least-preferred coworker (LPC) theory
Imitate
employees wearing the same kind of clothes, working the same hours, or espousing the same management philosophy as the leader.
9,9 manager (team management)
exhibits maximum concern for both people and production
1,1 manager (impoverished management)
exhibits minimal concern for both production and people
Situational Factors
factors of the personal characteristics of subordinates and environmental characteristics of the workplace
managers
focus on monitoring results, comparing them with goals, and correcting deviations
leader
focuses on energizing people to overcome bureaucratic hurdles to reach goals
leadership as a process
focusing on what leaders actually do—leadership is the use of noncoercive influence to shape the group's or organization's goals, motivate behavior toward the achievement of those goals, and help define group or organizational culture.
employee-centered leader behavior
generally tends to be more effective
leader-behavior theories
have played an important role in the development of contemporary thinking about leadership.
weak position power
he leader must get job assignments approved by someone else and does not administer rewards and punishment
9,1 manager (authority-compliance)
highly concerned about production but exhibits little concern for people;
concern for production
horizontal axis of The Managerial Grid; similar to job-centered and initiating-structure behaviors
Michigan Studies
identified two basic forms of leader behavior
The goal of a situational theory
identify key situational factors and to specify how they interact to determine appropriate leader behavior
Environmental characteristics
include factors outside the subordinates' control
Rewards
include salary increases, bonuses, promotion recommendations, praise, recognition, and interesting job assignments.
Participative leader behavior
includes consulting with subordinates, soliciting suggestions, and allowing participation in decision making (3) enhance group members' motivation.
Supportive leader behavior
is being friendly and approachable, showing concern for subordinate welfare, and treating members as equals. (2)foster group cohesiveness and a positive climate
scientist
is capable of achieving an important technical breakthrough that no other company has dreamed of
Expert power
is derived from information or expertise.
unstructured task
is nonroutine, ambiguous, and complex, with no standard procedures or precedents.
structured task
is routine, easily understood, and unambiguous and when the group has standard procedures and precedents to rely on
Coercive power
is the power to force compliance by means of psychological, emotional, or physical threat
Favorableness of the Situation
key situational factor; appropriate leader behavior varies from one situation to another
manager
knows how to interact with an eccentric but important customer
leadership as a property
leadership is the set of characteristics attributed to individuals who are perceived to be leaders
Rensis Likert (1940)
led the researchers at the University of Michigan
low structure
less favorable
Directive leader behavior
lets subordinates know what is expected of them, gives guidance and direction, and schedules work (1) establishing work procedures and in outlining what needs to be done
5,5 manager (middle-of-the-road management)
maintains adequate concern for both people and production
leadership traits
might include intelligence, assertiveness, above-average height, good vocabulary, attractiveness, self-confidence, and similar attributes
high structure
more favorable for the leader
management
necessary to achieve orderly results
leadership
necessary to create change
lower numbers/ low point values
negative qualities (frustrating, tense, and boring)
employee-centered leader behavior
organic and flexible
Authority
other term for legitimate power
job-centered leader behavior
pay close attention to subordinates' work, explain work procedures, and are keenly interested in performance
directive leadership
people who have a lot of abilities resent ______
higher numbers
positive qualities (helpful, relaxed, and interesting)
Legitimate Power
power granted through the organizational hierarchy; it is the power defined by the organization to be accorded to people occupying a particular position
Victor Vroom and Philip Yetton
proposed the earliest version of Vroom's Decision Tree Approach
The Managerial Grid
provides a means for evaluating leadership styles and then training managers to move toward an ideal style of behavior
Leader-member relations
refer to the nature of the relationship between the leader and the work group.
high total score
reflect a relationship orientation on the part of the leader
low score
reflect a task orientation on his or her part.
Vroom and Arthur Jago
revised and expanded the Vroom's Decision Tree Approach
Job-centered leader behavior
rigid and bureaucratic
Achievement-oriented leader behavior
setting challenging goals, expecting subordinates to perform at high levels, encouraging subordinates, and showing confidence in subordinates' abilities. (4) encourage continued high performance
consideration behavior
show concern for subordinates and attempt to establish a warm, friendly, and supportive climate.
relationship oriented
similar to employee-centered and consideration behaviors
Ohio State Studies
suggested that there are two basic leader behaviors or styles
John Kotter
summarized the basic distinctions between the leadership and management
power
the ability to affect the behavior of others
Basic Premises
the degree to which subordinates should be encouraged to participate in the decision making depends on the characteristics of the situation.
Decision Significance
the degree to which the decision will have an impact on the organization. Subordinates are involved when decision significance is high
9,9 manager (team management)
the ideal style of managerial behavior
initiating-structure behavior
the leader clearly defines the leader-subordinate role so that everyone knows what is expected, establishes formal lines of communication, and determines how tasks will be performed.
strong position power
the leader has the power to assign work and to reward and punish employees
internal locus of control
the perception that one controls one's own fate; prefer participative leadership
Referent Power
the personal power that accrues to someone based on identification, imitation, loyalty, or charisma
Reward power
the power to give or withhold rewards.
Position power
the power vested in the leader's position
concern for people
vertical axis of The Managerial Grid; similar to employee-centered and consideration behaviors
1,9 manager (country club management)
who has exactly opposite concerns from the 9,1 manager
secretary
who knows how to unravel bureaucratic red tape
