Ch 11 - Traditional Leadership Approaches (EXAM 2)
Premises of Vroom's Decision Tree
(1) situational characteristics determine the degree to which subordinates should be encourages to participate in decision making, (2) managers can choose between two decision trees, (3) managers can adopt the endpoint decision styles
Situational Models
Assume that appropriate leader behavior varies from one situation to another situation Seek to identify how key situational factors interact to determine appropriate leader behavior
Trait Approaches to Leadership
Attempted to identify stable and enduring character traits that differentiated effective leaders from non-leaders focusing on (1) identifying leadership traits, (2) developing methods for measuring leadership traits, and (3) using methods to select leaders
Vroom's Decision Tree Approach
Attempts to prescribe how much participation subordinates should be allowed in making decisions
Endpoint Decision Styles for Managers
Decide: manager makes decision alone or "sells" it to group Delegate: manager allows group to define exact nature and parameters of problem and then develop a solution Consult (Individually): presents program to group members individually, obtains suggestions, then makes decision Consult (Group): manager presents problem to group at meeting, gets their suggestions, then makes decision Facilitate: manager presents problem to group at meeting, defines problem and boundaries, then facilitates group discussion as members make the decision
The Michigan Studies
Defined job-centered and employee-centered leadership as opposite ends of a single leadership dimension
Types of Leader Path-Goal Behaviors
Directive - leader lets subordinates know what is expected of them, gives specific guidance, schedules work to be done, and maintains definitive standards of performance Supportive - friendly and shows concern for subordinates' status, wellbeing, and needs Participative - leader consults with subordinates' about issues and takes their suggestions into account before making a decision Achievement-oriented - setting challenging goals, expecting high-performance, and showing strong confidence in subordinates to put forth effort and accomplish goals
Current limited set of leadership traits
Emotional intelligence, drive, motivation, honesty and integrity, self-confidence, cognitive ability, knowledge of the business, charisma
T/F: Management and leadership are the same
FALSE
Kotter's Distinctions b/w Management and Leadership: Executing Plans
Management: Controlling and Problem Solving Leadership: Motivating and Inspiring
Kotter's Distinctions b/w Management and Leadership: Developing a Human Network
Management: Organizing and Staffing Leadership: Aligning People
Kotter's Distinctions b/w Management and Leadership: Creating an Agenda
Management: Planning and Budgeting Leadership: Establishing Direction
Kotter's Distinctions b/w Management and Leadership: Outcomes
Management: Produces a degree of predictability and order, has the potential to consistently produce major results Leadership: Produces change (often to a dramatic degree) and has potential to produce extremely useful change
Situational Factors Affecting the Leader Behavior Choice
Personal Characteristics of Subordinates: locus of control (high = need for participative leader, low = need for directive leader) and perceived ability (low ability = need for directive leader) Characteristics of the Environment: task structure, the formal authority system, and the primary work group
The Leadership Grid
Provides a means for evaluating leadership styles and then training managers to move toward an ideal style of behavior 9,9 is the ideal leader horizontal axis represent concern for production and vertical axis represent concern for people
Least-preferred Coworker (LPC)
Scale presumed to measure a leader's motivation
The Path-Goal Theory of Leadership
Suggests that effective leaders clarify the paths (behaviors) that will lead to desired rewards (goals) Focuses on the situation and leader behaviors in suggesting that leaders can readily adapt to different situations
Decision Tree Choices
Time-driven decision: must be made on a timely basis Development-driven decision: can be used to improve/develop subordinates' decision making skills
Behavioral Approach to Leadership
Tried to identify behaviors that differentiated effective leaders from non-leaders (Michigan Studies, Ohio State Studies, & leadership grid)
Influence
common element of leadership as a process and meaning; the ability to affect the perceptions, beliefs, attitudes, motivation, and/or behaviors of others
The Ohio State Studies
defined leader consideration and initiating-structure behaviors as independent dimensions of leadership
Michigan Study: employee-centered leader behavior
involves attempting to build effective work groups with high performance goals, more likely to result in effective group performance than was job-centered leader behavior
Ohio State Study: consideration behavior
involves being concerned with subordinates' feelings and respecting subordinates' ideas, leader-subordinate behavior characterized by mutual trust, respect, and two-way communication
Ohio State Study: initiating-structure behavior
involves clearly defining the leadership-subordinate roles so that subordinates know what is expected of them, leader establishes channels of communication and determines methods for accomplishing the group's task
Michigan Study: job-centered leadership behavior
involves paying close attention to the work of subordinates, explaining work procedures, and demonstrating a strong interest in performance
Situational Favorableness (most to least important)
leader-member relations, task structure, and leader position power
Organizations need both __________________ & ____________________ if they are to be affective
management, leadership
The Leadership Continuum Model
model of Robert Tannenbaum and Warren H. Schmidt that underlies research in this field; use of authority by manager to area of freedom for subordinates
Task structure
routine, simple, easily understood, and ambiguous
LPC Theory of Leadership
suggests that a leader's effectiveness depends on the situation; "least-preferred coworker" assumes a task or relationship focus for leaders: high LPC leaders are more concerned with interpersonal relationships and low LPC leaders are more concerned with task relevant problems posits that situational favorableness factors determine proper leadership focus (leader-member relations, task structure, and leader position power)
Leader-member relations
the personal relationship that exists between subordinates and their leader
Leader position power
the power inherent in the leader's role itself
Leadership (as a property)
the set of characteristics attributed to those who are perceived to use such influence successfully
Leadership (as a process)
the use of noncoercive influence to direct and coordinate the activities of group members to meet a goal