MGT 291 study guide Chapter 11

managers plan and budget while leaders establish direction

Differences in creating an agenda

decision can be used to improve/develop subordinates' decision-making skills

development driven decision

Attempting to build effective work groups with high performance goals

employee centered leader behavior

most important determinant of situational favorableness. Refers to the personal relationship that exists between subordinates and their leader. It is based on the extent to which subordinates trust, respect, and have confidence in their leader, and vice versa. High degree = high _____

in LPC, leader-member relations

three factors in path goal theory that affect the characteristics of the environment

task structure, the formal authority system, and the primary work group

It's a situational leadership model. Made by Robert Tannenbaum and Warren H. Schmidt

the leadership continuum model

it is a method of evaluating leadership styles. it can help an organization to train its managers using organizational development techniques so that they are simultaneously more concerned for both people and production. (1,1) and (9,9) style.

the leadership grid

in LPC where leaders are more concerned with interpersonal relationships

HIGH LPC (least preferred coworkers)

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

Influence

in LPC where leaders are more with task relevant problems

LOW LPC

Contends that a leader's effectiveness depends on the situation Assumes a task or relationship focus for leaders Posits that situational favorableness factors determine proper leadership focus

LPC Theory of Leadership (Fiedler)

the noncoercive influence to direct and coordinate the activities of group members to meet a goal

Leadership as a process

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

Leadership as a property

this was an important precursor to modern situational approaches to leadership. it identifies seven levels of leadership which range between the extremes of boss-centered and subordinate-centered leadership.

Robert Tannenbaum and Warren H. Schmidt's leadership continuum model

A study in the behavioral approach to leadership that found two kinds of leadership: "consideration" and "initiating-structure." These were not on the same continuum -- two different lines.

The ohio state studies

Attempts to prescribe how much participation subordinates should be allowed in making decisions

Vroom's Decision Tree Approach (Vroom, Yetton, Jago)

Leadership is both

a process and a property.

a type of leader path goal behavior : involves setting challenging goals, expecting subordinates to perform at their highest level, and showing strong confidence that subordinates will put forth effort and accomplish the goals.

achievement oriented

Attempts to identify behaviors that differentiate effective leaders from nonleaders

behavioral approaches to leadership

The manager presents the problem to group members at a meeting, gets their suggestions, and then makes the decision.

consult group

The manager presents the program to group mem-bers individually, obtains their suggestions, and then makes the decision.

consult individually

emotional intelligence, drive, motivation, honesty and integrity, self-confidence, cognitive ability, charisma

current limited set of leadership traits in trait approach of leadership

The manager makes the decision alone and then announces or "sells" it to the group.

decide (Vrooms)

what are the endpoint decision styles for managers

decide, delegate, consult individually, consult group, facilitate

The manager allows the group to define for itself the exact nature and parameters of the problem and then develop a solution.

delegate (Vrooms)

path-goal theory assumes that leaders can change their behavior and exhibit any or all of these leadership styles. The theory also predicts that the appropriate combination of leadership styles depends on situational factors.

difference between LPC and path goal

managers organize and staff while leaders align people

differences in developing a human network for achieving the agenda

managers control and problem solve while leaders motivate and inspire

differences in executing plans

managers produce predictability, order, and results that can please shareholders while leaders produce change

differences in outcomes

a type of leader path goal behavior : the leader lets subordinates know what is expected of them, gives specific guidance as to how to accomplish tasks, schedules work to be done, and maintains definitive standards of performance for subordinates.

directive

The michigan studies, ohio state studies and leadership grid

early studies in behavioral approaches to leadership

boss-centered leadership is the use of authority by the manager and subordinate centered leadership is use of freedom by the subordinates.

expansion on leadership continuum model

The manager presents the problem to the group at a meeting, defines the problem and its boundaries, and then facilitates group member discussion as members make the decision

facilitate

least important determinant of situational favorableness. (still important though). is the power inherent in the leader's role itself. If the leader has considerable power to assign work, reward and pun-ish employees, and recommend them for promotion, position power is high and favorable. If, however, the leader must have job assignments approved by someone else, does not control rewards and punishment, and has no voice in promotions, position power is low and unfavorable; that is, many decisions are beyond the leader's control.

in LPC, leader position power

second most important determinant of situational favorableness. The LPC theory presumes that structured tasks are more favor-able because the leader need not be closely involved in defining activities and can devote time to other matters. On the other hand, an unstructured task is one that is nonroutine, ambiguous, and complex.

in LPC, task structure

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

job centered leader behavior

Showing concern for subordinates' feelings and respecting subordinates' ideas

leader consideration behaviors

Clearly defining leader-subordinate roles such that subordinates know what is expected of them

leader initiating structure behaviors

refers to the extent to which individuals believe that what happens to them results from their own behavior or from external causes. Research indicates that individuals who attribute outcomes to their own behavior may be more satisfied with a participative leader (since they feel their own efforts can make a difference) whereas individuals who attribute outcomes to external causes may respond more favorably to a directive leader (since they think their own actions are of little consequence).

locus of control

two factors involved with personal characteristics of subordinates in path goal

locus of control and perceived ability

a type of leader path goal behavior: the leader consults with subordinates about issues and takes their suggestions into account before making a decision.

participative

pertains to how people view their own ability with respect to the task. Employees who rate their own ability relatively highly are less likely to feel a need for directive leadership (since they think they know how to do the job), whereas those who perceive their own ability to be relatively low may pre-fer directive leadership (since they think they need someone to show them how to do the job).

perceived ability

Path goal theory believes that two different situational factors affect the leader behavior choice : _____ & _________

personal characteristics of subordinates and characteristics of the environment

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

premises of Vroom's Decision Tree Approach

the Vroom decision trees lead the manager to an endpoint which presents the ____

recommended process for making the decision

the LPC theory then determines the level of situational favorableness based off leader-member relations, task structure, and position power, and then _______________

recommends a leader behavior that would fit best there (task oriented behavior or person oriented behavior)

Assume that appropriate leader behavior varies from one situation to another situation. Also seek to identify how key situational factors interact to determine appropriate leader behavior

situational leadership models

in path goal theory, the extent to which leader behavior matches the people and environment in the situation is presumed to influence ________

subordinates motivation to perform

a type of leader path goal behavior : friendly and shows concern for subordinates' status, well-being, and needs.

supportive

A study in the behavioral approach to leadership that 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 michigan studies

its results came up with two fundamental leader behaviors: job-centered and employee-centered

the michigan studies

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

the ohio state studies

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

the path goal theory (evans and house)

decision must be made on a timely basis

time driven decision

There are two decision tree choices for Vroom's Decision tree approach, what are they?

time driven decision and development driven decision

Attempts to identify stable and enduring character traits that differentiate effective leaders from non-leaders

trait approach of leadership