MGMT 372 Exam 3

Endpoint decision styles for managers

- Decide - Delegate - Consult (individually) - Consult (group) - Facilitate

Situational models

- Differ from traits models and behavior 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

Path-goal theory (Evans and House)

- Focuses on the situation and leader behaviors in suggesting that leaders can readily adapt to different situations - Assumes that leaders affect subordinates' performance by clarifying the behaviors (paths) that will lead to desired rewards (goals) - Defines types of leader path-goal behaviors ▪ Directive ▪ Supportive ▪ Participative ▪ Achievement-oriented

Situational factors affecting the leader behavior choice

- Personal characteristics of subordinates ▪ Locus of control ▪ Perceived ability

Gender and leadership

- Stereotyping of styles is no longer valid (e.g., women are not necessarily more nurturing than men) - Women tend to be more democratic decision makers; men more autocratic - Women may have stronger interpersonal skills - Women may confront more opposition and therefore involve others in decision making to reduce conflict

The LPC Theory of Leadership (2 of 2)

- Three factors measure situational favorableness to help determine proper leadership focus ▪ Leader-member relations (high importance) ▪ Task structure (moderate importance) ▪ Leader position power (low importance)

Decision tree choices

- Time-driven decisions must be made on a timely basis - Development-driven decisions can be used to improve/develop subordinates' decision-making skills

LPC theory of leadership (Fiedler)

- Tries to reconcile and explain a leader's personality and the complexity of a situation - Assumes a task or relationship focus for leaders - Uses the LPC scale (least preferred coworkers) to measure leader motivation

Traditional leader tasks

- control situations - direct work - supervise people - closely monitor situations - make decisions - structure activities

Organizational culture

A system of shared values, norms, and assumptions that guide members' attitudes and behaviors

life cycle theory of leadership

A theory stating that the optimal combination of initiating structure and consideration depends on the readiness of the employees in the work unit

Assume you are Steve Hewitt, City Administrator, and you want to focus on exhibiting high quality leadership rather than simply focusing on functioning as a manager. Using Kotter's distinctions between managers and leaders, which behaviors are most important for exhibiting leadership rather than merely focusing on management? Check all that apply.

Align people by communicating the direction through words and deeds Energize people to overcome political, bureaucratic, and resource barriers Develop a vision of the future

The Charismatic Leader

An enthusiastic, self-confident leader who is able to clearly communicate his or her vision of how good things could be. characterized by three fundamental attributes. As illustrated here, these are behaviors resulting in envisioning, energizing, and enabling. Charismatic leaders can be a powerful force in any organizational setting.

The Charismatic Leader: Envisioning

Articulating a compelling vision Setting high expectations Modeling consistent behaviors

Heidi Ganahl, CEO and Founder of Camp Bow Wow, sometimes has to forgo implementing creative ideas in order to ensure all franchise locations have a consistent brand, experience, and appearance. Some people observe this and infer that she's a strong leader while others observe this and see a lack of leadership. This is an example of:

Attribution and leadership

Which leadership theory proposes that followers pay especially close attention to a leader's behavior during a time of crisis, particularly if followers perceive that their own best interests are directly at stake?

Attribution theory

Michigan leadership studies:

Behavioral Approach!! defined job-centered and employee-centered leadership as opposite ends of a single leadership dimension

Intellectual stimulation:

Behaviors challenge followers to be innovative and creative.

Idealized influence:

Behaviors earn the admiration, trust, and respect of followers, causing followers to want to emulate the leader.

Inspirational motivation:

Behaviors foster an enthusiasm for and commitment to a shared vision.

Individualized consideration:

Behaviors help followers achieve their potential through mentoring.

What are on the two axes of the Leadership Grid?

Concern for production and concern for people

You want to obtain your group members' suggestions, and then make the decision on your own. Which decision-making style should you use?

Consult Individually

You want to get your subordinates' ideas about how to improve customer response time but you want to make the decision alone about what changes are ultimately made in the team's behavior. Which decision-making style should you use?

Consult the group

If Kim Alderfer, Recovery Coordinator and Assistant City Administrator, says Steve Hewitt, the City Administrator, gives thoughtful attention to the needs of people and establishes a comfortable, friendly atmosphere at work but there's no focus on efficiency or work accomplishment, then this is an example of which style depicted in the Leadership Grid?

Country Club Management

Vroom's Decision Tree Approach

Decision tree approach to leadership (Vroom, Yetton, and Jago) - Attempts to prescribe how much participation subordinates should be allowed in making decisions - Premises ▪ Situational characteristics determine the degree to which subordinates should be encouraged to participate in decision making ▪ Managers can choose between two decision trees ▪ Managers can adopt the endpoint decision styles

Because your staff has been working together in their jobs for a long time and have a high degree of motivation, experience, and skill, you let them work pretty independently and try to stay out of their way.

Delegating style

The Charismatic Leader: Energizing

Demonstrating personal excitement, expressing personal confidence, seeking, finding, and using success

You present a problem to your workgroup about slow order processing, describe a specific problem facing the team, lead a group discussion about how best to handle it, and let your team decide how to handle it. Which decision-making style did you use?

Facilitate

Transactional Leadership

Focused on routine, regimented activities. Influence followers through exchange.

Substitutes and Neutralizers for Leadership: Group

Group norms Group cohesiveness

Leaders as coaches and mentors

Helps select team members and other new employees Provides general direction Helps train/develop the team and member skills Helps acquire information/resources Helps resolve conflict and mediate disputes

Attribution Perspective of Leadership

Holds that when behaviors are observed in a context associated with leadership, others may attribute varying levels of leadership ability or power to the person displaying those behaviors.

Substitutes and Neutralizers for Leadership: Individual

Individual professionalism Motivation Experience and training Indifference to rewards

Participation

Involving followers in the process

Your boss pays close attention to the work of subordinates, explains work procedures, and is mainly interested in performance. According to the Michigan leadership studies, what type of leader behavior is this?

Job-centered

If Sue, owner of Camp Bow Wow in Boulder, Colorado, says Heidi Ganahl, CEO and Founder of Camp Bow Wow, is a leader who establishes special relationships with a small number of trusted people and pays more attention to certain in-group people than others, then this is best thought of as an example of which type of leadership?

Leader-Member Exchange

What are individual, task, and organizational characteristics that tend to outweigh the leader's ability to affect subordinates' satisfaction and performance called?

Leadership substitutes

Virtual leadership

Leadership via distance technologies

Ethical leadership

Leading based on consistent principles of ethical conduct

You are the boss and want your staff to be more personable when interacting with customers to provide better customer service. You know that threatening to punish them if they don't change their behavior likely won't motivate genuine customer service behaviors, and you want them to behave differently because they want to and because they understand that it is important to the customer and to the company. How should you behave?

Like a leader

EXECUTING PLANS

Management: Controlling and problem solving. Monitoring results vs. plan in some detail, identifying deviations, and then planning and organizing to solve these problems Leadership: Motivating and inspiring. Energizing people to overcome major political, bureaucratic, and resource barriers to change by satisfying very basic, but often unfulfilled, human needs

DEVELOPING A HUMAN NETWORK FOR ACHIEVING THE AGENDA

Management: Organizing and staffing. Establishing some structure for accomplishing plan requirements, staffing that structure with individuals, delegating responsibility and authority for carrying out the plan, providing policies and procedures to help guide people, and creating methods or systems to monitor implementation Leadership: Aligning people. Communicating the direction by words and deeds to all those whose cooperation may be needed to influence the creation of teams and coalitions that understand the vision and strategies and accept their validity

Creating an agenda

Management: Planning and budgeting. Establishing detailed steps and timetables for achieving needed results; allocating the resources necessary to make those needed results happen Leadership: Establishing direction. Developing a vision of the future, often the distant future, and strategies for producing the changes needed to achieve that vision

OUTCOMES

Management: Produces a degree of predictability and order and has the potential to consistently produce major results expected by various stakeholders (e.g., for customers, always being on time; for stockholders, being on budget) Leadership: Produces change, often to a dramatic degree, and has the potential to produce extremely useful change (e.g., new products that customers want, new approaches to labor relations that help make a firm more competitive)

Steve Hewitt, City Administrator, determines that all new buildings should be built to code that will withstand future storms. He talks with builders, city engineers, and others to reconsider his decision.

Manager presents tentative decision subject to change

If your leader allows you to share in decision making responsibilities, she is using which leadership style?

Participating style

You feel that your staff members are interested in assuming more responsibility and are ready to handle it so you start letting them share in more team decisions.

Participating style

Strategic leadership

Requires that leaders be capable of understanding the complexities of both the organization and its environment and leading change in the organization to achieve and maintain a superior alignment between the organization and its environment

Substitutes and Neutralizers for Leadership: Organization

Rigid procedures and rules Explicit goals and objectives Rigid reward system

Making your call center workers' job goals clear and establishing many rules and procedures for how they handle their calls does what?

Serves as a substitute for leadership

Which of the following are true? Check all that apply. Virtual leadership and face-to-face leadership require the same leadership and communication skills. Strategic leadership is the capability to understand the complexities of both the organization and its environment and to lead change to achieve and maintain a superior alignment between the organization and its environment. A strategic leader works to improve both the current and future alignment between the organization and its environment. Female leaders are not necessarily more nurturing or supportive than are male leaders.

Strategic leadership is the capability to understand the complexities of both the organization and its environment and to lead change to achieve and maintain a superior alignment between the organization and its environment. A strategic leader works to improve both the current and future alignment between the organization and its environment. Female leaders are not necessarily more nurturing or supportive than are male leaders.

Substitutes and Neutralizers for Leadership: Job

Structured/automated Highly controlled Intrinsically satisfying Embedded feedback

What aspect of leader behavior would you be addressing if you are using Vroom's decision tree to determine how to be more effective as a leader?

Subordinate participation in decision-making

You want to ensure that the crew supervisors act consistently with each other and support the company's values and goals. You decide that a training and development program is necessary to ensure that the crew leaders engage in appropriate leadership behaviors. You decide that the crew leaders should be trained in the most ideal style of leadership. According to the Leadership Grid, what is this leadership style?

Team management

Tannenbaum and Schmidt's Leadership Continuum

The Tannenbaum and Schmidt leadership continuum was an important precursor to modern situational approaches to leadership. The continuum identifies seven levels of leadership, which range between the extremes of boss-centered and subordinate-centered leadership.

In applying the path-goal theory as a leader, you try to motivate your subordinates by helping them cope with environmental uncertainty created by task structure, the primary work group, and what else?

The formal authority system

The leadership continuum model -

The model of Robert Tannenbaum and Warren H. Schmidt that laid the foundation for research in this field

As a leader, you try to affect your subordinates' performance by clarifying the behaviors that will lead to desired rewards for them. What leadership theory are you implementing?

The path-goal theory

You believe that you can and should adapt your leadership style depending on the situation, and that your primary goal as a leader is to clarify what employees need to do to perform effectively and earn rewards that they value. What leadership theory should you apply?

The path-goal theory

International leadership and project GLOBE

To learn more about international leadership, researchers identified six universal traits ▪ Charismatic, value-based leadership ▪ Team-oriented leadership ▪ Participative leadership ▪ Humane-oriented leadership ▪ Autonomous leadership ▪ Self-protective leadership

When you assign work to your employees and evaluate their performance, what type of leadership are you engaging in?

Transactional leadership

If you need to lead your organizational division's restructuring, what type of leadership style would be best?

Transformational leadership

True or False: Leader behavior will motivate subordinates if it helps them cope with environmental uncertainty

True

True or False: Leadership is both a process and a property

True

Early Behavioral Approaches to Leadership

Two of the first behavioral approaches to leadership were the Michigan and Ohio State studies. The results of the Michigan studies suggested that there are two fundamental types of leader behavior, job centered and employee centered, which were presumed to be at opposite ends of a single continuum. The Ohio State studies also found two kinds of leadership behavior, "consideration" and "initiatingstructure." These behaviors are somewhat parallel to those found in the Michigan studies but this research suggested that these two types of behavior were actually independent dimensions

Assume you are Heidi Ganahl, CEO and Founder of Camp Bow Wow, and you are intending to expand your brand to new global locations. If you are expanding into a country that values team-oriented leadership, which of the following behaviors is most in line with that perspective?

You implement weekly team building sessions to create a collaborative work environment.

You are Steve Hewitt, City Administrator, and you have gone through training to use Vroom's Time-Driven model of leadership style. Using expert software to assist you in making the correct decision about leadership style, you have determined that you need to facilitate to make a decision. Which of the following behaviors is most in line with using a facilitate style?

You present the problem to your group at a meeting, define the problem and its boundaries, and then encourage discussion as your group members make the decision.

Match each description or situation with the leadership term that best describes it. Terri is always motivating, energizing, and inspiring her team members. What is she?

a leader

Match each description or situation with the leadership term that best describes it. The company put Nicholas in charge of the planning and organizing functions for the team. What is he?

a manager

The Leadership Grid

a method of evaluating leadership styles. The overall objective of an organization using the Grid is to train its managers using organizational development techniques so that they are simultaneously more concerned for both people and production (9,9 style on the Grid).

Trait approaches to leadership

attempt to identify distinctive characteristics that account for the effectiveness of leaders from non-leaders, focusing on: ▪ Identifying leadership traits ▪ Developing methods for measuring leadership traits ▪ Using methods to identify and select leaders

If, after reflecting on the nature of leadership you decide that all leaders must treat their followers with respect, then you have identified a _____________ leadership model.

behavioral

The new role of the leader has been described as becoming a _______ instead of an overseer.

coach

Ohio State Leadership Studies

defined leader consideration and initiating-structure behaviors as independent dimensions of leadership

Assume you are Heidi Ganahl, CEO and Founder of Camp Bow Wow, and you want to focus on the enabling process as a charismatic leader. Using Nadler and Tushman's three fundamental attributes of a charismatic leader, which behaviors are most important for the enabling process? Check all that apply. Expressing personal support Empathizing Setting high expectations Expressing confidence in people

expressing personal support, empathizing, expressing confidence in people

The Charismatic Leader: Enabling

expressing personal support, empathizing, expressing confidence in people

High LPC leaders are more concerned with ____________

interpersonal relationships

Employee-centered behavior:

involves attempting to build effective work groups with high performance goals

Consideration behavior:

involves being concerned with subordinates' feelings and respecting subordinates' ideas

Initiating-structure behavior:

involves clearly defining leader subordinate roles so that subordinates know what's expected of them

Job-centered behavior:

involves paying close attention to the work of subordinates, explaining work procedures, and demonstrating a strong interest in performance

___________ play a major role in establishing the moral climate of the organization and in determining the role of ethics in its culture.

managers and leaders

If a new union contract determines the amount of employees' raises rather than the supervisor, the supervisor's previous motivation approach of using raises to motivate employees has been _________

neutralized

You are frustrated at work because you feel that your supervisor only assigns you the mundane tasks and that you receive less support from her than do your teammates.

out group

As a _____ leadership is the set of characteristics attributed to someone who is perceived to use influence successfully.

property

In general, the findings of GLOBE suggest that within any cultural cluster, followers _______ to various leader behaviors.

react in similar ways

Vroom's Time-Driven Decision Tree

recommended for situations in which time is of the highest importance in making a decision. The matrix operates like a funnel. You start at the left with a specific decision problem in mind. The column headings denote situational factors that may or may not be present in that problem. You progress by selecting High or Low (H or L) for each relevant situational factor. Proceed down from the funnel, judging only those situational factors for which a judgment is called for, until you reach the recommended process

The Path-Goal Theory of Leadership (3 of 3)

specifies four kinds of leader behavior: directive, supportive, participative, and achievement-oriented. Leaders are advised to vary their behaviors in response to such situational factors as personal characteristics of subordinates and environmental characteristics.

It is thought that leaders select members of their in-groups based on personal compatibility and ____________

subordinates' competence

The Leader-Member Exchange (LMX) Model

suggests that leaders form unique independent relationships with each of their subordinates. As illustrated here, a key factor in the nature of this relationship is whether the individual subordinate is in the leader's out-group or in-group.

Low LPC leaders are more concerned with ______________

task relevant problems

Influence

the ability to affect the perceptions, beliefs, attitudes, motivation, and/or behavior of others

If it is critical that your staff buy into the strategy the team will use in selling the company's services to clients, _____ is high

the importance of commitment

Leadership as a Property

the set of characteristics attributed to those perceived to use influence successfully

Leadership as a Process

the use of non-coercive influence to direct and coordinate the activities of group members to meet a goal

Vroom's Development-Driven Decision Tree

used when the leader is more interested in developing employees than in making the decision as quickly as possible

Four dimensions of transformational leadership called "the Four I's":

• Idealized influence: Behaviors earn the admiration, trust, and respect of followers, causing followers to want to emulate the leader. • Inspirational motivation: Behaviors foster an enthusiasm for and commitment to a shared vision. • Intellectual stimulation: Behaviors challenge followers to be innovative and creative. • Individualized consideration: Behaviors help followers achieve their potential through mentoring.

Currently accepted limited set of leadership traits

▪ Emotional intelligence, drive, motivation, honesty and integrity, self confidence, cognitive ability, knowledge of the business, and charisma

Environmental characteristics that cause uncertainty

▪ Task structure ▪ The formal authority system ▪ The primary work group