Chapter 14 MGT
production-oriented behaviors
"interested in getting the work done". Initiating structure is the behavioral dimension of leadership that refers to activities designed to accomplish group goals, including organizing tasks, assigning responsibilities, and establishing performance standards—which is also known as this.
managerial grid
A grid of two leadership behaviors - concern for people and concern for production - which resulted in five different leadership styles
democratic leadership theory
A leader who tended to involve employees in decision making, delegate authority, encourage participation in deciding work methods and goals, and use feedback as an opportunity for coaching employees
self-leadership
A set of processes through which individuals control their own behavior by developing leadership capacity in others and nurturing followers so the no longer need to depend on formal leaders for direction and motivation.
contingency leadership theory
Assume that the appropriate leadership style varies from situation to situation.
Ken Blanchard
Author of the one minute manager. Stated we should try to find more ways to make people feel good about themselves. People who feel good about themselves do good work. He believes if you find someone doing something right give them recognition
role modeling
Basis for imitative behavior
Robert House
Developed the path-goal theory, which states that the manager's job is to help the employee to perform and to ensure that their performance is rewarded.
behavior theories
Development can be described in terms of behaviors learned though interactions with our surroundings.
relationship-oriented leadership
Focused primarily on the well being of subordinates, how they relate to eachother, and the atmosphere in which they work.
participative leader
Known as theory Y managers, this type of leader believes that working is a natural, basic human activity. They believe that if they involve people in the right way, they will succeed
Rensis Likert
Likert scale, 4 systems of decision making styles; exploitative authoritative, benevolent authoritative, consultative, participative
autocratic leadership style
Management style identified with managers who tend to make decisions without soliciting input from subordinates.
cultural influences
Pervasive pressures that encourage members of a particular society or ethnic group to conform to shared behaviors, values, and beliefs.
concern for people
The part of the Managerial Grid that deals with the human aspects of leader behavior
concern for production
The part of the Managerial Grid that deals with the job and task aspects of leader behavior
Ohio state leadership studies
Two orthogonal dimensions of leadership: consideration and initiating structure. opposed to other models which have them on a single continuum.
leader substitues
a characteristic of a subordinate or of a situation or context that acts in place of the influence of a leader and makes leadership unnecessary
servant leadership
a leader who has a strong desire to serve and work for the benefit of others
path-goal theory
a leadership theory that 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
commitment
a promise or pledge to do something
coercive power
ability of a manager or person to force others to think or behave in certain ways
job-oriented behaviors
activities designed to accomplish group goals, including organizing tasks, assigning responsibilities, and establishing performance standards
middle-of-the-road management
adequate organization performance is possible through balancing the necessity to get out the work with maintaining the morale of people at a satisfactory level.
laissez-faire leadership style
an absence of leadership allowing the group to go its own way without guidance. Allows employees to have complete freedom to make all decisions with little or no direction
authentic leadership
an approach that emphasizes the importance of a positive directive force, particularly in an environment of increasing complexity, change, and uncertainty (foundation if the Sidhu school)
charismatic leader
an enthusiastic, self-confident leader who is able to clearly communicate his or her vision of how good things could be
leader
an individual who is able to exert influence over other people to help achieve group or organizational goals
intellectual simulation
behavior a leader engages in to make followers be aware of problems and view these problems in new ways, consistent with the leader's vision
initiating structure
behavior that managers engage in to ensure that work gets done, subordinates perform their jobs acceptablyy, and the organization is efficient and effective
task-oriented behaviors
behaviors involving structuring the roles of subordinates, providing them with instructions and behaving in ways that will increase the performance of the group
employee-centered behaviors
concern of the leader for the feelings, needs, personal interest, problems, and well being of the followers
French and Raven
developed - legitimate power - reward power - coercive power -expert power and referent power
Robert Blake
developed a managerial grid; advise that effective leadership often requires both a high level of concern for people and a high level of concern for production
Fred Fiedler
developed the contingency theory - considers the personality of the leader and the complexities of the situation
Jane Mouton
developed the managerial grid
authority-compliance
efficiency in operations result from arranging conditions of work in such a way that human elements interfere to a minimum degree
directive leader
establishes expectations for the followers, determines targets to attain, organizes tasks, sets deadlines and schedules, and closely monitors progress.
impoverished management
exertion of minimum effort to get required work done is appropriate to sustain organization membership
university of michigan studies
found that leaders tended to exhibit patterns of behavior that were labeled (task-oriented, relationship-oriented); found relationship-oriented behaviors to be more effective than task-oriented behaviors.
Jay S. Sidhu
founder of the business school at Wilkes
personal power
influence derived from an individual's characteristics
social influence process
leaders influence followers
task-oriented leadership
leaders whose primary concern is to ensure that subordinates perform at a high level
transactional leaders
leadership motivates subordinates by rewarding them for high performance and reprimanding them for low performance
transformational leaders
leadership that makes subordinates aware of the importance of their jobs and performance to the organization and aware of their own needs for personal grwoth and that motivates subordinates to work for the good of the organization
developmental consideration
manager supports and encourages subordinates, giving them opportunities to enhance their skills and capabilities and to grow and excel on the job
power
possession of controlling influence
referent power
power that comes from subordinates' and coworkers' respect, admiration, and loyalty
expert power
power that is based on the special knowledge, skills, and expertise that a leader possesses
achievement-oriented leader
primarily concerned with motivating people by setting challenging goals, coaching subordinates to perform at the highest level, and rewarding those who meet or exceed their targets
compliance
readiness to yield; conformity in fulfilling requirements
supportive behaviors
similar to consideration and include expressing concern for subordinates and looking out for their best interests
Paul Hersey
situational leadership theory
manager
someone who controls resources and expenditures
personal leadership style
specific ways in which a manager chooses to influence other people- shapes how that manager approaches planning, organizing, and controlling
effective leadership
the ability of a leader to get high performance from his or her subordinates.
reward power
the ability of a manager to give or withhold tangible and intangible rewards
emotional intelligence
the ability to perceive, understand, manage, and use emotions
position power
the amount of legitimate, reward, and coercive power that a leader has by virtue of his or her position in an organization; a determinant of how favorable a situation is for leading
consideration
the behavioral dimension of leadership involving the concern that the leader has for the feelings, needs, personal interest, problems, and well-being of followers
empowerment
the expansion of employees' knowledge, tasks, and decision-making responsibilities
leader-member relationships
the extent to which followers like, trust, and are loyal to their leader; a determinant of how favorable a situation is for leading
task structure
the extent to which the work to be performed in clear-cut so that a leader's subordinates know what needs to be accomplished and how to go about doing it
gender and leadership
the number of women managers is rising but is still relatively low in the top levels of management; women: supportive and concerned with interpersonal relations men: task-focused
management
the planning, organizing, leading, and controlling of human and other resources to achieve organizational goals efficiently and effectively
managership
the position of manager
authority
the power or right to give orders or make decisions
leadership
the process by which an individual exerts influence over other people and inspires, motivates, and directs their activities to help acheive group or organizational goals
situational context
the social or environmental setting of a person's behavior
expectancy theory of motivation
the theory that motivation will be high when workers believe that high levels of effort lead to high performance and high performance leads to attainment of desired outcomes
trait theories
theories that endeavor to describe the characteristics that make up human personality in an effort to predict future behavior
situational theories
theories that propose leadership effectiveness is dependent on the situation
michigan leadership studies
these studies defined job centered and employee centered leadership as opposite ends of a single leadership continuum
country club management
thoughtful attention to the needs of people to satisfy relationships leads to a comfortable, friendly organization atmosphere and work tempo; more about people rather than production
contingency models of leadership
whether or not a manager is an effective leader is the result of the interplay between what the manager is like, what he or she does, and the situation in which leadership takes place
team management
work accomplishment is from committed people; interdependence through a "common stake" in organizaiton purpose leads to relations of trust and respect.
