MGMT 370, Ch. 11
Paternalistic
"Father knows best" Management raises high level of concern for people to reward for compliance, or punish for rejection, strives for high results.
Opportunistic
"what's in it for me" management style describes a leader who uses whatever grid style needed to obtain selfish interest and of self promotion. These managers adapt to situations to gain maximum advantage
Leader- Member Exchange (LMX) Theory
A description of how dealers develop "unique" working relationships with each of their employees, based on the nature of their social changes
Situational Leadership Theory
A leadership model whose premise is that a leader's style should be contingent on subordinates' competence and commitment/ skills and dedication.
Least Preferred Coworker (LPC) Scale
A measurement of a leader's style consisting of a series of adjective continuums. Low LOC leaders view and describe their least preferred coworkers negatively and are thought to be task-oriented. High LPC leaders view even their least preferred coworker in a relatively favorable light and are thought to be relationship-oriented.
Path- Goal Theory
A model concerned with how a leader affects employees' perceptions of their personal and work goals and the paths to goal attainment. It considers leaders to effective to the degree that their behavior increases employees attainment of goals and clarifies paths to these goals. Assumes that leaders can adapt their styles to meet the demands of the situation or needs of subordinates to gain favorable outcomes
Personal Power
A person's ability to satisfy or deny satisfaction of another's need, Based on an interpersonal relationship between individuals or on his or her personal characteristics
Organizational Power
A person's ability to satisfy or deny satisfaction of another's need, based on formal contractual relationship between an organization and the individual
Power
A person's capacity to influence the behavior and attitudes of others. Power inherent in a relationship between two people and is based on one's ability to to satisfy or deny satisfaction of some need of the other
Contracting for Leadership Style
A process by whereby employees may not initially agree with a manager's assessment of their developmental level, thus requiring a leader's skill in arriving at an assessment consensus and an agreed- upon leadership style
Democratic Style
Allows everyone to partake in important decisions
Coercive Power
An organizationally based source of power derived from a leader's control over punishments or the capacity to deny rewards. Leaders who demote, berate, withhold an expected pay increase, or threaten someone with a poor job assignment. Use of punishment has negative side effects of creating hostility and resentment, and reduced dedication
Resonant Leaders
Are aware of themselves and their emotions, have a strong passion and belief in the outcome of company objectives, adopt a caring attitude towards employees, ability to change their leadership styles to adapt to different situations. Inspire employees to believe in the firm and take ownership of company goals and mission
Directive Leadership PGT
As with situational leadership theory, directive behaviors include task guidance, scheduling work, maintaining standards, and clarifying expectations
Leadership Enhancers
Aspects of the task, subordinates or organization that amplify a leader's impact on employees. If a nonperformance based reward system is neutralizing a leader's impact, then changing the system
Leadership Substitutes
Aspects of the task, subordinates, or organization that act in place of leader behavior and thus render it unnecessary. For example, unambiguous, routine tasks or employees' knowledge, ability, and experience can substitute for for task-oriented or directive behaviors.
Leadership Neutralizers
Aspects of the task, subordinates, or organization that have the effect of paralyzing, or destroying, or counteracting the effect of a leadership behavior. For example, if FedEx employees are indifferent to organizational rewards, then a supervisor engaging in the supportive leadership behavior of praising and rewarding would likely have little positive effect on employee satisfaction or motivation
Relationship-oriented Behaviors
Being considerate, supportive, and helpful to subordinates by showing trust and confidence, listening to employees' problems and suggestions, showing appreciation for contributions, and supporting employees' careers. Focused on relationships and employee well-being. Encourage employees to hang out together even outside of the workplace.
Resistance
Can take many forms, working slowly to the obvious and extreme such as destroying products or personal belongings and systematic employee theft. Possible with any sources of power. Very likely with coercive.
Skills for successful leaders
Empathy, truthfulness, Poise and confidence, communication, delegation, sense of humor, attracts and motivates strong employees, commitment, competency
Supportive Behaviors
Entail listening to subordinates, supporting and encouraging their progress, and involving them in decision making.
Affiliative Style
Hold relationships in high regards as a way to connect with others
Authoritative style
Incites followers confidence in the leader
Initiating Structure Behaviors
Involve defining and structuring lead-employee roles through activities such as scheduling, defining work tasks, setting deadlines, criticizing poor work, getting employees to accept work standards, and resolving problems
Supportive Leadership PGT
Leaders concentrate on being approachable, showing concern for employees' well-being, doing little things to make the work environment more pleasant, and helping to satisfy employee's personal needs
Participative Leadership PGT
Leaders consult with subordinates, solicit suggestions, and seriously consider their input when making decisions
Achievement- Oriented Leadership PGT
Leaders set challenging goals, expect high performance, constantly seek improved performance, and show confidence in employees' ability to accomplish goals
Job- Centered Leaders
Less effective managers, who are mostly directive in their approaches and more concerned with closely supervising employees, explaining work procedures, and monitoring progress in task accomplishment.
Directive Behaviors
Managers assuming this style tell the employee what to and where, and how to do it, to guide the employee in properly carrying out the task. closely supervising task accomplishment. Involves high oversight with low support. This style may be appropriate for new employees unfamiliar with how to perform
Pacesetters
May intimidate their followers with their high standards, while coaches have the opposite effect by helping others achieve their goals.
Employee- Centered Leaders
Most effective managers. Getting employees involved in the operations of their departments or divisions in a positive and constructive manner, setting general goals, providing fairly loose supervision, and recognizing their contributions
Reward Power
Organizational power that stems from a person's ability to bestow rewards. Companies generally grant managers the right to assign formal rewards, such as bonuses, days off, and promotions. Social rewards, such as praise and recognition. Informal and formal rewards enhances ability to lead. Rewards increase productivity and employee morale
Consideration Behaviors
Patterns of being friendly and supportive by listening to employees' problems, supporting their actions "going to bat" for them and getting their input on a variety of issues.
Task-oriented Behaviors
Planning and scheduling work, coordinating employee activities, and providing necessary supplies, equipment, and technical assistance-- designed primarily and specifically to get tasks completed. "Control Freak"
Expert Power
Power or influence derived from a person's special knowledge or expertise in a particular area. Examples are professors and researchers.
Information Power
Power that is a result of having access to important information that is not common knowledge, or having the ability to control the flow of information to and from others. May be organizational or personal, all levels of organization can have this
Affiliative Power
Power that is derived by virtue of a person's association with someone else who has some source of power. Example; substitute teacher, is essentially "borrowing" the power of the teacher for the day
Development Level
Refers to a subordinate's skills or ability in setting and attaining goals related to a specific task and his or her dedication toward accepting responsibility for those goals
Low Touch Management Style
Reflects concern for operations at the expense of concern for people. Will lead to dissatisfied workplace with high turnover and low productivity
High Touch Management Style
Represents a concern for people but little concern for operations. Catering to employees while not necessarily contributing to overall goals. This will result in goals not being met, which impacts the bottom line
Compliance
Subordinates do only what is required and nothing more. Likely response when when a manager exercises legitimate power, reward power, or coercive
Commitment
Subordinates does what the leader wants because he or she really wants to and is dedicated to successfully fulfilling the request. Can result from referent power, expert power, charisma power
Fiedler's Contingency Theory
Suggesting the successful leadership requires matching leaders with primarily stable leadership styles to the demands of the situation. If a leader's style does not match the situation, then either the situation should be changed or another leader should be found who does not match the situation. He considers a leader's style, like a trait, to be rooted to his or her personality and to be stable, regardless of the situation. Fiedler's critics argue that people are capable of learning and changing their behaviors, even leadership behavior
Charisma
The ability to inspire admiration, respect, loyalty, and a desire to emulate based on some intangible set of personality traits; a personal source of power. Excellent communicators, make people feel more secure and powerful in themselves. MLK and Malcolm X are examples
Emotional Intelligence
The capacity to be aware of, control, and express one's emotions, and to handle interpersonal relationships judiciously and empathetically.
Task Structure
The degree to which a task is well-defined or has standard procedures for a goal accomplishment. Creative or ambiguous tasks would be less structured
Position Power
The extent to which a leader has formal authority over employees to evaluate their work, assign tasks, and administer rewards and punishment
LOC Locus
The extent to which a person believes he or she has control over what happens to him or her in life Internal: believe they largely control what happens to them external: Believe that their lives are more controlled by fate, luck, chance, or significant other people.
Leader-members Relations
The extent to which the leader is accepted by group members and has their support, respect, and goodwill is the most important determinant of favorability
Legitimate Power
The influence that comes from a person's formal position in an organization and the authority that accompanies that position. The contractual relationship between employees and managers.
Leadership
The process of influencing the activities of an individual or a group toward the achievement of a goal. Plan and develop vision and strategy
Empowerment
The process of providing employees with the ability to contribute input and take on responsibilities for organizational decisions. Involving employees in the decision-making process is beneficial to the firm, increased productivity, better customer service, greater ability to accept change. Also take burden off leaders.
Ultimate Style
Those that are able to balance these two styles will achieve both efficiency and effectiveness in their operations and management. Goals are accomplished through joint efforts of managers and employees working closely together for the good of the company and all employees Employees work in teams, and while there is a team manager, hierarchic ranks are not emphasized.
Coercive Style
Uses threats and punishments to control people
Coaching Leadership Style
involves both high oversight and high support. Employees at this level have gained some, but not full knowledge of their tasks and have low dedication bc they have not figured out a strategy for the long-term. Managers coach employees with fairly high levels of direction as well as high level support to deal with their warning dedication