Management Chapter 12

Psychological Readiness

A feeling of self-confidence or self-respect. Confident people are better at guiding their own work than insecure people are

Participative Leadership

A leadership style (in path-goal theory) in which the leader consults employees

Participative Leadership

A leadership style (in path-goal theory) in which the leader consults employees for their suggestions and input before making decisions This should help followers understand which goals are most important and clarify the paths to accomplishing them. When people help with decisions, they become more committed to making them work

Supportive Leadership

A leadership style (in path-goal theory) 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 Very similar to considerate leader behavior (consideration) Often results in employee satisfaction with the job and with leaders, improved performance when it increases employee confidence, lowers employee job stress, or improves and trust between employees and leaders

Directive Leadership

A leadership style (in path-goal theory) 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

Achievement-Oriented Leadership

A leadership style (in path-goal) theory in which the leader sets challenging goals, has high expectations of employees, and displays confidence that employees will assume responsibly and put forth extraordinary effort

Trait Theory

A leadership theory that holds that effective leaders possess a similar set of traits or characteristics Aka "great person" theory: early versions said leaders are born, not made

Fiedler's Contingency Theory

A leadership theory that states that in order to maximize work group performance, leaders must be matched to the situation that best fits their leadership style

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 Leader behaviors should be adapted to subordinate characteristics

Situational Theory

A leadership theory that states that leaders need to adjust their leadership styles to match their followers' readiness

Locus of Control

A personality measure that indicates the extent to which people believe that they have control over what happens to them in life.

Normative Decision Theory

A theory that suggests how leaders can determine an appropriate amount of employee participation when making decisions - all about HOW leaders make decisions - 5 different decision styles

Autocratic Decisions

AI and AII decision styles in Normative Decision Theory; leaders make decisions by themselves

Internals

(One side of Locus of Control) that believes what happens to them, good or bad, is largely a result of their choices and actions - like participative leadership because they like to have a say in what goes on

Task Structure

(Same as in Fiedler's Contingency Theory): The degree to which requirements of a subordinate's tasks are clearly specified - when this is low and tasks are unclear, directive leadership should be used because it complements the work environment

Externals

(One side of Locus of Control) that believe what happens to them is caused by external forces beyond their control. - like directive leadership

Formal Authority System

An organization's set of procedures, rules, and policies.

Consultative Decisions

CI and CII decision styles in Normative Decision Theory; Leaders share problems with subordinates but still make the decisions themselves

Job readiness

Consists of the amount of knowledge, skill, ability, and experience people have to perform their jobs

Unethical Charismatics

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

AII

Decision style in Normative Decision Theory: The leader obtains necessary information from employees, and then selects a solution to the problem. When asked to share information, employees may or may not be told what the problem is

CI

Decision style in Normative Decision Theory: The leader shares the problem and gets ideas and suggestions from relevant employees on an individual basis. Individuals are not brought together as a group. Then the leader makes the decision, which may or may not reflect their input

CII

Decision style in Normative Decision Theory: The leader shares the problem with employees as a group, obtains their ideas and suggestions, and then makes the decision, which may or may not reflect their input

GII

Decision style in Normative Decision Theory: The leader shares the problem with employees as a group. Together, the leader and employees generate and evaluate alternatives and 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

Decision style in Normative Decision Theory: Using information available at the time, the leader solves the problem or makes the decision

Group Decisions

GII decision style in Normative Decision Theory; Leaders share problems with subordinates and then have the group make the decisions

Management

Getting work done through others. They don't do the work themselves, but help others do their jobs better.

Commitment Probability Rule

If having subordinates accept and commit to the decision is important, then don't use an autocratic decision style

Commitment Requirement Rule

If having subordinates accept the decision is absolutely required for successful implementation and subordinates share the organization's goals, then don't use and autocratic or consultative style

Subordinate Conflict Rule

If having subordinates accept the decision is important and critical to successful implementation and subordinates are likely to disagree or end up in conflict over the decision, then don't use an autocratic or consultative decision style

Leader Information Rule

If the quality of the decision is important, and if the leader doesn't have enough information to make the decision on his/her own, then don't use an autocratic style

Goal Congruence Rule

If the quality of the decision is important, and subordinates' goals are different from the organization's goals, then don't use a group decision style

Problem Structure Rule

If the quality of the decision is important, the leader doesn't have enough information to make the decisions on his or her own, and the problem is unstructured, then don't use an autocratic decision style

Quality Rule

If the quality of the decision is important, then don't use an autocratic decision style

Subordinate Information Rule

If the quality of the information is important, and if the subordinates don't have enough information to make the decision themselves, then don't use a group decision style

R1

Insecure people who are neither willing nor able to take responsibility for guiding their own work

Transactional Leadership

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

Authority-Compliance

Leadership style on the Black/Mouton grid: High concern for production/initiating structure and a low concern for people/consideration. Efficiency in operations results from arranging conditions of work in such a way that human elements interfere to a minimum degree

Country Club Management

Leadership style on the Black/Mouton grid: Leaders care about having a friendly, enjoyable work environment but don't really pay much attention to production or performance. They have a high concern for people/consideration but low concern for production/initiating structure Thoughtful attention to needs of people for satisfying relationships leads to a comfortable, friendly organization atmosphere and work tempo

Middle-of-the-Road Management

Leadership style on the Black/Mouton grid: Occurs when leaders show a moderate amount of concern for both people and production (consideration and initiating structure). Adequate organization performance is possible through balancing the necessity to get out work with maintaining morale of people at a satisfactory level

Team Management

Leadership style on the Black/Mouton grid: The "high-high" approach; Work accomplished is from committed people - interdependence through a "common stake" in organization purpose leads to relationships of trust and respect. Leaders score high in both consideration/concern for people and initiating structure/concern for production

Impoverished Management

Leadership style on the Black/Mouton grid: The worst leadership style: low concern for people/consideration and low initiating structure/concern for production. Exertion of minimum effort to get required work done is appropriate to sustain organization membership

Visionary Leadership

Leadership that creates a positive image of the future that motivates organizational members and provides direction for future planning and goal setting; similar to a purpose statement

Transformational Leadership

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

1) Initiating Structure 2) Consideration (considerate leader behavior)

List the 2 basic leader behaviors that emerged as central to successful leadership (at 3 different universities: Michigan, Ohio State, and Texas)?

1) Leader behavior must be a source of immediate or future satisfaction 2) Leader behaviors must offer something unique and valuable

List the 2 conditions for path clarification, path clearing, and rewards to increase followers' motivation and effort

1) Perceived Ability 2) Experience 3) Locus of Control

List the 3 kinds of subordinate contingencies that leader behaviors may need to adapt for in path-goal theory

1) Leader-member relations 2) Task Structure 3) Position power

List the 3 situational factors that determine the favorability of a situation:

1) Idealized influence (charismatic leadership) 2) Inspirational Motivation 3) Intellectual Stimulation 4) Individualized Consideration

List the 4 components of transformational leadership

1) Directive 2) Supportive 3) Participative 4) Achievement Oriented

List the 4 leadership styles in path-goal theory

1) Fiedler's Contingency Theory 2) Path-Goal Theory 3) Hershey and Blanchard's Situational Leadership Theory 4) Vroom and Yetton's Normative Decision Model

List the 4 major situational approaches to leadership

1) Team Management 2) Country-Club Management 3) Middle of the Road Management 4) Impoverished Management 5) Authority-Compliance

List the 5 leadership styles on the Black/Mouton leadership grid

1) Drive 2) Desire to Lead 3) Honesty/Integrity 4) Self-Confidence 5) Emotional Stability 6) Cognitive Ability 7) Knowledge of the Business

List the 7 leadership traits associated with the trait theory

1) Commitment Probability Rule 2) Subordinate Conflict Rule 3) Commitment Requirement Rule

List the Decision Rules that increase Decision Acceptance

1) Quality Rule 2) Leader Information Rule 3) Subordinate Information Rule 4) Goal Congruence Rule 5) Problem Structure Rule

List the Decision Rules that increase decision quality

1) leaders are effective when the work groups they lead perform well 2) leaders are generally unable to change their leadership styles and that they will be more effective when their styles are matched to the proper situation 3) the favorableness of a situation for a leader depends on the degree to which the situation permits the leader to influence the behavior of group members

List the assumptions in Fiedler's Contingency Theory

1) Visionary 2) Charismatic 3) Transformational

List the components of Strategic Leadership

1) Job readiness 2) Psychological Readiness

List the two components of worker readiness

1) charismatic leadership 2) transformational leadership

List the two kinds of visionary leadership

- do the right things - change - long term - ends - architects - inspiring and motivating

List what leaders do:

- do things right - status quo - short term - means - builders - problem solving

List what managers do:

Individualized Consideration

One of the 4 components of transformational leadership: Transformational leaders pay special attention to followers' individual needs by creating learning opportunities, accepting and tolerating individual differences, encouraging 2-way communication, and being good listeners

Intellectual Stimulation

One of the 4 components of transformational leadership: Transformational leaders encourage followers to be creative and innovative, question assumptions, and look at problems and situations in new ways, even if their ideas are different from the leaders' ideas

Inspirational Motivation

One of the 4 components of transformational leadership: Transformational leaders motivate and inspire followers by providing meaning and challenge to their work. By clearly communicating expectations and demonstrating commitment to goals, transformational leaders help followers envision future states, such as the organizational vision or mission. This leaders to greater enthusiasm and optimism about the future

Idealized Influence (charismatic leadership)

One of the 4 components of transformational leadership: transformational leaders act as role models for their followers. Because transformational leaders put others' needs ahead of their own and share risks with their followers, they are admired, trusted, respected, and followers want to emulate them. In contrast to purely charismatic leaders (especially unethical ones), transformational leaders can be counted on to do the right thing and maintain high standards for ethical and personal conduct

Selling

One of the leadership styles defined in Hersey and Blanchard's Situational Leadership Theory: - high task behavior, high relationship behavior - two-way communication and psychological support to encourage followers to own, or buy into, particular ways of doing things - R2 stage workers

Telling

One of the leadership styles defined in Hersey and Blanchard's Situational Leadership Theory: - high task behavior, low relationship behavior - based on one-way communication in which followers are told what, how, when, and where to do particular tasks. - R1 stage workers - identify all steps and give explicit instructions

Participating

One of the leadership styles defined in Hersey and Blanchard's Situational Leadership Theory: - low task behavior, high relationship behavior - two-way communication and shared decision making - R3 employees - the problem is with motivation rather than ability

Delegating

One of the leadership styles defined in Hersey and Blanchard's Situational Leadership Theory: - low task behavior, low relationship behavior - leaders basically let workers run their own show and make their own decisions - R4 employees

Self-Confidence

One of the leadership traits associated with the trait theory: Believing in one's abilities. Leaders are more decisive and assertive and more likely to gain others' confidence. They will admit mistakes because they view them as learning opportunities rather than a refutation of their leadership capabilities.

Honesty/Integrity

One of the leadership traits associated with the trait theory: Being truthful to others is a cornerstone of leadership. Without it, leaders would not be trusted. They also must do what they say they will do.

Emotional Stability

One of the leadership traits associated with the trait theory: Even when things go wrong, they remain even-tempered and consistent in their outlook and in the way they treat others. Leaders who cannot control how they feel, who anger quickly or attack and blame others for mistakes are unlikely to be trusted

Cognitive Ability

One of the leadership traits associated with the trait theory: Leaders are smart. They're not necessarily geniuses, but they have the capacity to analyze large amounts of seemingly unrelated, complex information and see patterns, opportunities, or threats where others might not see them

Knowledge of the Business

One of the leadership traits associated with the trait theory: Leaders understand the key technological decisions and concerns facing their companies. Studies show that effective leaders have long, extensive experience in their industries

Desire to Lead

One of the leadership traits associated with the trait theory: Leaders want to be in charge and think about ways to influence or convince others about what should or shouldn't be done

Drive

One of the leadership traits associated with the trait theory: Refers to high levels of effort and is characterized by achievement, motivation, initiative, energy, and tenacity.

1) Task Structure 2) Formal Authority System 3) Primary Work Group

Path-goal theory specifies that leader behaviors should complement rather than duplicate the characteristics of followers' work environments. List the type of environmental contingencies in path-goal theory:

R2

People who are confident and willing, but not able, to take responsibility for guiding their own work

R4

People who are confident, willing, and able to take responsibility for guiding their own work

R3

People who are insecure and able, but not willing, to take responsibility for their own work

Task-Oriented Leadership style

People who describe their LPC in a negative way (scoring 57 or below) have this type of leadership style. Given a choice, they'll focus first on getting the job done and second on making sure everyone gets along These type of leaders with a low LPC are better leaders in highly favorable and unfavorable situations. In highly favorable situations, they are stepping on the gas of a well-tuned car. In unfavorable situations, they set goals which focuses attention on performance and clarifies what needs to be done, thus overcoming low task structure. This is enough to jump start performance even if workers don't like or trust the leader

Relationship-Oriented Leadership style

People who describe their LPC in a positive way (scoring 64 and above) have this style of leadership. If they can still be positive about their LPC, then they must be people oriented These type of leaders with high LPC scores were better leaders under moderately favorable situations. In this situation, the leader improves leader-member relations, which is the most important of the 3 situational factors. In turn, morale and performance improve

Ethical Charismatics

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

Primary Work Group

Refers to the amount of work-oriented participation or emotional support that is provided by an employee's immediate work group

Traits

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

Perceived Ability

Simply how much ability subordinates believe they have for doing their jobs well. Subordinates who perceive that they have a great deal of ability will be dissatisfied with directive leader behaviors.

1) Traits 2) Behaviors 3) Situational Approach 4) Strategic Leadership

The 4 major methods/ideas used in the study of leadership

Worker Readiness

The ability and willingness to take responsibility for one's behavior at work

Strategic Leadership

The ability to anticipate, envision, maintain flexibility, think strategically, and work with others to initiate changes that will create a positive future for an organization It captures how leaders inspire their companies to change and their followers to give extraordinary effort to accomplish organizational goals

Charismatic Leadership

The behavioral tendencies and personal characteristics of leaders that create an exceptionally strong relationship between them and their followers - tend to have incredible influence over followers (may become fanatically devoted) - larger than life - strong, confident, dynamic personalities - 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' ability to achieve the vision

Initiating Structure

The degree to which a leader structures the roles of followers by setting goals, giving directions, setting deadlines, and assigning tasks AKA: job-centered leadership and concern for production

Situational Favorableness

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

Leader-member relations

The degree to which followers respect, trust, and like their leaders. The most important situational factor. When these are good, followers trust the leader and there is a friendly work atmosphere

Position Power

The degree to which leaders are able to hire, fire, reward, and punish workers. The more influence a leader has over hiring, firing, rewards, and punishments, the greater their power.

Task Structure

The degree to which the requirements of a subordinate's tasks are clearly specified. When this is high, employees have clear job responsibilities, goals, and procedures

Consideration

The extent to which a leader is friendly, approachable, and supportive, and shows concern for employees Aka: employee-centered leadership and concern for people

Leadership

The process of influencing others to achieve group or organizational goals

Least Preferred Coworker (LPC) Scale

The questionnaire that Fiedler uses to measure leadership style. People are instructed to consider all of the people with whom they have ever worked and then choose the one person with who they have worked least well.

Leadership Style

The way a leader generally behaves toward followers

Unpleasant, unfriendly, hostile, boring, gloomy, insincere

What are the negative adjectives used on the LPC scale?

Pleasant, friendly, supportive, interesting, cheerful, sincere

What are the positive adjectives used on the LPC scale?

Divine Gift

What does "Charisma" mean in Greek

Subordinates' job satisfaction

What does consideration primarily affect?

Subordinates' job performance

What does initiating structure primarily affect?

Considerate Leader Behavior

What is Supportive Leadership similar to?

Fiedler's Contingency Theory

What leadership theory - or situational approach to leadership - most closely identifies with the saying "the way that leaders treat people now is probably the way they've always treated others"?

What should we be doing?

What question do leaders begin with?

How can we do what we're already doing better?

What question do managers begin with?

Directive Leadership

What type of leadership style should be used when the formal authority system is unclear in order to reduce uncertainty and increase clarity?

Supportive Leadership

What type of leadership style should leaders use when tasks are stressful, frustrating, or dissatisfying

Participative Leadership

When tasks are complex and there is little existing work-oriented participation in the primary work group, what leadership style should be used?