Principles of Management; Chapter 14: Leadership

Use your knowledge of the Leadership Grid to select the correct management style for each description. A: B: C: D: E:

A: Country club management B: Team management C: Middle-of-the-road management D: Impoverished management E: Authority-compliance

Select the correct labels for the A, B, and C positions in the following image, and then select the words or phrases that best complete the associated sentence. A: B: C:

A: Performance B: Task-oriented Leader C: Relationship-oriented leader

Select the correct labels for the A, B, and C positions in the following image, and then select the words or phrases that best complete the associated sentence. A: B: C:

A: Situation very favorable to leader B: Situation intermediately favorable to leader C: Situation very unfavorable to leader

Complete this diagram of the path-goal theory and use it to determine which element of the theory is illustrated in the example that follows it. A: B: C:

A: Subordinate Contingencies B: Outcomes C: Environmental Contingencies

According to Fiedler's contingency theory of leadership, leader behaviors are _______________ to change, and____________________ leaders perform best in intermediately favorable situations. Blank 1: Difficult Easy Blank 2: task-oriented people-oriented

Blank 1: Difficult Blank 2: people-oriented

This figure illustrates ___________ contingency model of leadership, which states that __________________ leaders perform best in a situation very favorable to the leader. Blank 1: Vroom's Fiedler's Hawthorne's Locke's Blank 2: people-oriented task-oriented

Blank 1: Fiedler's Blank 2: task-oriented

Path-goal theory: Leadership Styles

Directive leadership: a leadership style in which the leader lets employees know precisely what is expected of them, gives them specific guidelines for performing tasks, schedules work, sets standards of performance, and makes sure that people follow standard rules and regulations. Supportive leadership: a leadership style in which the leader is friendly and approachable to employees, shows concern for employees and their welfare, treats them as equals, and creates a friendly climate. Participative leadership: a leadership style in which the leader consults employees for their suggestions and input before making decisions. Achievement-oriented leadership: a leadership style in which the leader sets challenging goals, has high expectations of employees, and displays confidence that employees will assume responsibility and put forth extraordinary effort.

The Traits of an Effective leader are

Drive: high levels of effort and is characterized by achievement, motivation, initiative, energy, and tenacity. Desire to Lead: they want to be in charge. Honesty/Integrity: Honesty is being truthful with others. Integrity is the extent to which leaders do what they sat they will do. Self-confidence: believing in one's abilities. Emotional Stability: leaders remain even-tempered and consistent in their outlook and in the way they treat others. Strong Cognitive Abilities: smart, intelligent, superior technical knowledge about the business.

Vroom used the term ____________ to refer to a decision style in which the leader shares the problem with employees as a group. Together, the leader and employees generate and evaluate alternatives to try to reach an agreement on a solution. The leader acts as a facilitator and does not try to influence the group. The leader is willing to accept and implement any solution that has the support of the entire group. AI CI CII AII GII

GII

Leadership Behaviors

Initiating structure is: the degree to which a leader structures the roles of followers by setting goals, giving directions, setting deadlines, and assigning tasks. Consideration is: the extent to which a leader is friendly, approachable, and supportive and shows concern for employees.

Identify the trait as one of either a manager or a leader. Inspires and motivates others to find solutions

Leader

Identify the trait as one of either a manager or a leader. Is concerned with "doing the right thing"

Leader

Three factors of Fiebler's Situational Favorableness

Leader-member relations: the degree to which followers respect, trust, and like their leaders. Task structure: the degree to which the requirements of a subordinate's tasks are clearly specified. Position power: the degree to which leaders are able to hire, fire, reward, and punish workers.

Differences between Leaders and Managers

Leaders: - Focus on vision, mission, goals, and objectives. - See themselves as promoters of change and challengers of the status quo. - Long-term perspective. - More concerned with expanding people's choices and options. - Inspire and motivate others to find their own solutions. - More concerned with ends, what gets done. Managers: - Focus on productivity and efficiency. - See themselves as preservers of the status quo. - Relatively short-term perspective. - Concerned with control and limiting the choices of others. - Solve problems so that others can do their work. - More concerned with means, how to get things done.

Identify the trait as one of either a manager or a leader. Focuses on productivity and efficiency

Manager

Hershey and Blanchard's Situational Theory: Four levels of Readiness

R1: insecure people who are neither willing nor able to take responsibility for guiding their own work. R2: people who are confident and are willing but not able to take responsibility for guiding their own work. R3: people who are insecure and are able but not willing to take responsibility for guiding their own work. R4: people who are confident and willing and able to take responsibility for guiding their own work.

Hershey and Blanchard's Situational Theory Four Leadership Styles

Telling: (high task behavior and low relationship behavior) one way communication, used when people are insecure and neither willing nor able to take responsibility for guiding their own work (R1). Selling: (high task behavior and high relationship behavior) two way communication and psychological support to encourage followers to "own" or "buy into" particular ways of doing things. Used when confident people are willing but not able to take responsibility for guiding their own work (R2). Participating: (low task behavior and high relationship behavior) based on two-way communication and shared decision-making. Used when insecure people are able but not willing to take responsibility for guiding their own work (R3). Delegating: (low task behavior and low relationship behavior) used when leaders basically let workers "run their own show" and make their own decisions. Used when people are willing and able to take responsibility for guiding their own work (R4).

Path-goal theory is

a leadership theory states that 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.

Fiedler's Contingency Theory states that

a leadership theory states that to maximize work group performance, leaders must be matched to the situation that best fits their leadership style. The difference between Fiedler's and all other leadership styles is that Fiedler's assumes that leadership styles are consistent and difficult to change; leaders much be matched to right situation.

Leadership Traits: Trait Theory is

a leadership theory that holds that effective leaders possess a similar set of traits or characteristics.

The normative decision theory (also called the Vroom-Yetton-Jago model) is

a theory that suggests how leaders can determine an appropriate amount of employee participation when making decisions.

Which of the following are employee-centered leadership behaviors? Check all that apply. a: Encouraging an employee who is having trouble completing a task b: Developing work performance standards for mechanics c: Helping an employee choose classes to improve his presentation skills d: Talking with an employee about her career plans

a: Encouraging an employee who is having trouble completing a task c: Helping an employee choose classes to improve his presentation skills d: Talking with an employee about her career plans Employee-centered leadership behaviors are focused on people: helping them get ahead, making sure that they enjoy what they are doing, developing their skills, and recognizing the contributions they make. Job-centered leadership behaviors are focused on getting the job done and getting it done right. Any time a manager does short-term planning, sets or communicates goals and objectives, or monitors processes or performance, he or she is engaged in job-centered leadership behaviors. The following are examples of job- and employee-centered behaviors. Employee-Centered Behaviors: Encouraging an employee who is having trouble completing a task Talking with an employee about her career plans Helping an employee choose classes to improve his presentation skills Job-Centered Behaviors: Developing work performance standards for mechanics Sitting down with an employee at the end of a project to review what went well and what needed improvement Creating a work schedule to be sure that products are available to customers by the promised date

The CEO for a firm values employee engagement and ownership. At a recent meeting, the CEO shared the vision for the future of the firm, shared the profit-sharing opportunity for each person that helps the firm meet its goals, and invited two-way conversations about employee ideas. Which situational leadership approach is being used by the CEO? a: Selling b: Telling c: Delegating d: Participating

a: Selling The CEO is using a selling leadership style involving two-way communication with a focus on creating an environment where employees can buy into the benefits of meeting the firm's goals through profit sharing. The goal of the meeting is to create a sense of ownership in the firm's success.

Complete the following sentence about leadership with the correct term. A manager demonstrates _____________________ when he listens carefully to his subordinates and works to build trusting relationships. a: consideration b: initiating structure

a: consideration Consideration, an aspect of employee-centered behavior, is the degree to which a leader cares about subordinates, respects their ideas and feelings, and establishes mutual trust. Initiating structure, an aspect of job-centered behavior, is the degree to which a manager emphasizes goal achievement. Job-centered leaders are typically less effective than either employee-centered or job-centered leaders; job-centered leaders prioritize schedules, costs, and efficiency rather than meeting overarching goals and taking care of people.

Which of the following are job-centered leadership behaviors? Check all that apply. a: Making sure members of the company's Environmental Action Team are interested in the work they are doing b: Reviewing an employee's work before sending it on to a client c: Completing a budget for the upcoming year d: Presenting an award for the most innovative product of the year

b: Reviewing an employee's work before sending it on to a client. c: Completing a budget for the upcoming year. Job-centered leadership behaviors are focused on getting the job done and getting it done right. Any time a manager does short-term planning, sets or communicates goals and objectives, or monitors processes or performance, he or she is engaged in job-centered leadership behaviors. Employee-centered leadership behaviors are focused on people: helping them get ahead, making sure that they enjoy what they are doing, developing their skills, and recognizing the contributions they make. The following are examples of job-centered and employee-centered leadership behaviors. Job-Centered Behaviors: Completing a budget for the upcoming year Communicating annual sales targets in a national sales meeting Reviewing an employee's work before sending it on to a client Employee-Centered Behaviors: Presenting an award for the most innovative product of the year Making sure members of the company's Environmental Action Team are interested in the work they are doing Taking an interest in what an employee does outside of work, including hobbies and family activities

An operations manager emails their team each day to identify tasks that need to be completed, describe how tasks should be organized, and explain where tasks are organized on the manufacturing floor. Which situational leadership approach is being used by the operations manager? a: Participating b: Delegating c: Telling d: Selling

c: Telling The operations manager is using a telling leadership style involving one-way communication to manufacturing team members with specific details about the tasks that need to be completed.

Two types of charismatic leaders: unethical charismatics are

charismatic leaders who control and manipulate followers, do what is best for themselves instead of their organizations, want to hear only positive feedback, share only information that is beneficial to themselves, and have moral standards that put their interests before everyone else's.

Two types of charismatic leaders: Ethical charismatics are

charismatic leaders who provide developmental opportunities for followers, are open to positive and negative feedback, recognize others' contributions, share information, and have moral standards that emphasize the larger interests of the group, organization, or society.

A retail manager for a department store hires associates with experience in purchasing, merchandising, and selling fashion accessories. Each associate manages their department as their own business, without requiring any approvals from the retail manager. Which situational leadership approach is being used by the retail manager? a: Selling b: Participating c: Telling d: Delegating

d: Delegating The retail manager is using a delegating leadership style with associates. Each department is operated as its own business, and associates have autonomy to make decisions without securing any approval from their manager. This style requires each associate to have experience in their departments.

A CEO is considering whether to invest in developing leadership capabilities in its managers. To make this determination, which of the following should he take into account? a: People with strong leadership skills perform managerial functions more efficiently. b: Improving managers' leadership skills will enable them to solve problems more effectively. c: The attitudes of leaders have little effect on the attitudes of rank-and-file employees. d: How leaders behave has a major impact on employee performance.

d: How leaders behave has a major impact on employee performance. Leaders shape the organizational context in which other employees work. Leadership can be defined as the process of influencing others to achieve group or organizational goals. Therefore, leaders' attitudes and behaviors have a significant impact on the performance of everyone else in the organization. Managerial work, such as solving problems, is distinct from leadership, which is about accomplishing work through others.

A customer service manager notices a significant increase in calls associated with the firm's newest product. The manager holds a meeting with their staff to share the call reports and invite each team member to recommend solutions for product communications. Which situational leadership approach is being used by the customer service manager? a: Delegating b: Selling c: Telling d: Participating

d: Participating The customer service manager is using a participating leadership style involving two-way communication to team members. Staffs are invited to review the call reports and create solutions that the company can use for its newest product.

A public relations manager plans to delegate crisis communications responsibilities to a subordinate. What characteristic will the manager need to assess of the subordinate prior to delegating responsibilities? a: Selling experience b: Active participation c: Storytelling ability d: Performance readiness

d: Performance readiness The public relations manager needs to assess the subordinate's performance readiness before delegating the crisis communications responsibilities. Performance readiness identifies the extent to which an employee has the knowledge, experience, skill, and ability to perform a task.

A human resource director provides training for new managers learning how to adjust their leadership styles based on their staff's abilities to self-manage and their level of confidence in performing their jobs. Which type of leadership training is being provided by the human resource director? a: Telling b: Persuasive c: Participatory d: Situational

d: Situational The human resource director is providing situational leadership training for new managers. Situational theory describes the differences in leadership based on high or low task and high or low relationship categories. Managers that apply this theory adapt their leadership styles based on follower readiness.

Google CEO Larry Page likes to "make big things happen," and he encourages his employees to always think bigger. This is an example of the ____________________ element of the path-goal theory. a: outcomes b: subordinate contingencies c: environmental contingencies d: leadership styles

d: leadership styles

Transactional leadership is

leadership based on an exchange process in which followers are rewarded for good performance and punished for poor performance.

Visionary leadership is

leadership that creates a positive image of the future that motivates organizational members and provides direction for future planning and goal setting.

Transformational Leadership is

leadership that 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.

Traits are

relatively stable characteristics, such as abilities, psychological motives, or consistent patterns of behavior.

Hershey and Blanchard's Situational Theory: Performance readiness

the ability and willingness to take responsibility for directing one's behavior at work. Two components: 1: Job readiness or the amount of knowledge, skill, ability, and experience people have to perform their jobs. 2: Psychological Readiness, a feeling of self-confidence or self-respect

Charismatic Leadership is

the behavioral tendencies and personal characteristics of leaders that create an exceptionally strong relationship between them and their followers. Charismatic leaders also: - articulate a clear vision for the future that is based on strongly held values or morals. - model those values by acting in a way consistent with the vision. - communicate high performance expectations to followers. - display confidence in followers' abilities to achieve the vision.

Fiedler's situational favorableness is

the degree to which a particular situation either permits or denies a leader the chance to influence the behavior of group members.

Leadership is

the process of influencing others to achieve group or organizational goals.

Leadership style is

the way a leader generally behaves toward followers.

Hershey and Blanchard's Situational Theory is a

theory that says leaders need to adjust their leadership styles to match followers' readiness.