MGT 3150 CH 12
managerial grid and who created it?
(Blake and Mouton) a 2 dimensional grid for appraising leadership styles - Measures concern for people (scale of 1-9) - Measures concern for production (scale of 1-9) Concluded that leaders performed best with a 9,9 style
Levels of the Managerial Grid
(Concern for Production, Concern for People) (1,9) Country Club Management (9,1) Task Management (1,1) Impoverished Management (5,5) Middle of the road Management (9,9) Team Management
Situational Leadership theory (SLT)
(Hersey and Blanchard) Directive vs. supportive behavior (task vs. relationship) focusses on follower's readiness. Leaders should adjust their leadership styles in accordance with the readiness of their followers. - acceptance (willing): the followers accept or reject the leader, regardless of what the leader does, so the group's effectiveness depends on the actions of the followers - readiness (able): extent to which people have the ability and willingness to accomplish a specific task 4 levels of behavior: Telling, Selling, Participating, Delegating
Leadership Frameworks by Rensis Likert
- Exploitative-authoritative - Benevolent-authoritative (paternalistic) - Consultative - Participative
4 specific leadership styles of SLT (Situational Leadership Theory)
- Telling/Directing (high task - low relationship) leader defines roles and tells people what, how, when, and where to do various tasks - Selling/Coaching (high task - high relationship) leader provides both directive and supportive behavior - Participating/Supporting (low task - high relationship) leader and followers share in decision making and the main role of the leader is facilitating and communicating - Delegating (low task - low relationship) leader provides little direction or support
What are the leader behaviors identified in the path-goal theory?
- directive: Lets employees know what is expected of them, schedules work, and gives specific guidance as to how to accomplish tasks - supportive: Is friendly and shows concern for the needs of employees - participative: Consults with employees and uses their suggestions before making a decision - achievement-oriented: Sets challenging goals and expects employees to perform at their highest levels
Employee or relationship oriented behaviors
- knowing employees as people - awareness of employee concerns/issues - establishing caring relationships - helping subordinates be successful
outcomes of the 3 leadership styles on the continuum
- laissez-faire: ineffective - autocratic/democratic: equal in terms of producing quantity if work - democratic: most effective in terms of QUALITY work and group SATISFACTION
3 contingency dimensions
- leader/member relations: degree of trust and respect employees have for leaders (good/poor) - task structure: degree to which job assignments are formalized/structured (high/low) - position power: degree of influence leader has over activities such as hiring/firing, discipline, promotions, salary increases (strong/weak) these 3 combined created 8 possible situations. Good, High, Strong was highly favorable while poor, low, weak was highly unfavorable
Larry Spears definition of servant leadership
- non-hierarchical - non-autocratic - focussed on growing people - focused quality and caring - teamwork-oriented - community-oriented - ethical behavior encourages collaboration, trust, foresight, listening, ethics, and influence
Task or work focused behaviors
- structuring work and work methods - making assignments - setting goals - dispensing rewards and punishments - decision making
What does the continuum of leadership styles tell us?
According to research by Tennenbaum and Schmidt, leadership behaviors range all the way from boss-centered (autocratic) to employee-centered (democratic) to Laissez-faire. Democratic can be either consultative or participative Concluded that managers should move toward more employee-centered styles in the long run because of the positive influence such behavior would have of the following: the motivation, decision quality, teamwork, morale, and development of employees.
Who made the managerial grid?
Blake and Mouton
University if Iowa Study
Democratic, Autocratic, and laissez-faire concluded that Democratic was most effective but showed mixed results
Traits associated with leadership
Drive, Desire to lead, Honesty and Integrity, Self-Confidence, Intelligence, Job-Relevant knowledge, extraversion, proneness to guilt
Who created the first contingency model and what was the measuring tool?
Fiedler, least-preferred contingency (LPC) questionnaire
Variables of leadership styles
Individual comfort, employee readiness, and time pressure
supportive leader
Is friendly and shows concern for the needs of employees
Who created the 3 BASIC leadership styles
Kurt Lewin
directive leader
Lets employees know what is expected of them, schedules work, and gives specific guidance as to how to accomplish tasks
Consultative System
Motivation of workers is gained through rewards, occasional punishments, and very little involvement in making decisions and goals. Lower-level employees, in this system, have the freedom to make specific decisions that will affect their work. Communication in this system flows both downward and upward, though upward is more limited. Lower-level employees are seen as consultants to decisions that were made and are more willing to accept them because of their involvement. Satisfaction and productivity in this system improves from benevolent authoritative.
Who made the situational leadership theory?
Paul Hersey and Ken Blanchard
idealized influence
Provides a role model for high ethical behavior, instills pride, gains respect and trust.
4 stages of follower readiness
R1: unable and unwilling R2: unable but willing R3: able but unwilling R4: able and willing
University of Michigan study and who performed it?
Rensis Likert - to see what leads to productivity and job satisfaction - Employee oriented: emphasizes interpersonal relationships and taking care of employee's needs - production oriented: emphasizes technical or task aspects of job, concerned mainly with accomplishing tasks concluded that employee-oriented leaders were associated with high group productivity and higher job satisfaction
Who made the path-goal theory?
Robert House
Path-goal theory
Robert J. House (leader's behavior is contingent to satisfaction, performance and motivation) leader's job is to assist followers in attaining their goals and to provide direction or support needed to ensure that their goals are compatible with the organization's as a group's goals (assumes leaders are flexible) - characteristics of subordinates: locus of control, work experience, ability, and the need for affiliation - environmental characteristics: nature of the task, the formal authority system, and the nature of the work group 4 different leader behaviors: directive, supportive, participative, achievement-oriented
achievement-oriented leader
Sets challenging goals and expects employees to perform at their highest levels
Who developed the CONTINUUM of leadership styles?
Tannenbaum and Schmidt
Relationships between leadership styles and follower readiness
Telling -> unable and unwilling Selling -> unable but willing Participating - > able but unwilling Delegating -> able and willing
Ohio State study
Test how consideration and initiating structure affect performance and satisfaction. consideration - showing concern for individual group members' ideas and feelings initiating structure - structuring work and work relationships to meet job goals/planning, organizing, and coordinating the work of subordinates high-high leadership achieved high subordinate performance and satisfaction, but not in all situations. There was no consistent relationship between consideration or initiating structure with effectiveness
Participative System
This system promotes genuine participation in making decisions and setting goals through free-flowing horizontal communication and tapping into the creativity and skills of workers. Managers are fully aware of the problems that go on in the lower-levels of the organization. All organizational goals are accepted by everyone because they were set through group participation. There is a high level of responsibility and accountability of the organizational goals in all of the employees. Managers motivate employees through a system that produces monetary awards and participation in goal setting. Satisfaction among employees is the highest out of the four systems as is production.
Who made the leader-participation model?
Victor Vroom and Phillip Yetton
servant leadership
When the leader is servant first... It begins with the natural feeling that one wants to serve, to serve first. They make sure that other people's highest priority needs are being served - want to serve others - non-materialistic - not focused on power and control - focused on growing people - desire to give people a voice and help them succeed
autocratic
a leader who centralizes authority, makes decisions, dictates work, limit employee participation
laissez-fair
a leader who gives employees complete freedom to make decisions and to decide work methods
democratic
a leader who involves employees in making decisions, delegates authority, encourages participation in deciding work methods and goals, and uses feedback to coach employees 2 types: - consultive: asks for input but makes final decision - participative: often allows employees to have say in final decision
visionary leaders
ability to create and articulate a realistic, credible, and attractive vision of the future that improves the present situation articulate the vision in a way with strong imagery so followers can visual personally how their lives will be improved
Basic Leadership Styles (Kurt Lewin)
autocratic, democratic, laissez-faire
trust
belief in the integrity, character, and ability of a leader 5 dimensions: INTEGRITY, competence, consistency, loyalty and openness
participative leader
consults with employees and uses their suggestions before making a decision
credibility
degree to which followers perceive someone as honest, competent, and able to inspire
inspirational motivation
degree to which the leader articulates a vision that is appealing and inspiring to followers. Purpose and meaning provide the energy that drives a group forward
intellectual stimulation
degree to which the leader challenges assumptions, takes risks and solicits followers' ideas. They nurture and develop people who think independently.
How does virtual leadership work?
difficult to show emotion because lack of nonverbal gestures (smile/nod) must "read between the lines" and make careful choices about their words be clear about what is expected
charismatic leaders
enthusiastic, self-confident leader whose powerful personality/actions influence people to behave in a certain way -have a vision -ability to articulate vision -willing to take risks for vision -sensitive to environmental constraints and follower needs -demonstrate out of the ordinary behaviors MOST believe that individuals can be trained to exhibit charismatic behaviors
Fiedler contingency model
first comprehensive contingency model, proposes that effective group performance depends on the proper match between a leadership style and degree to which the situation allowed the leader to control and influence keys: - define those leadership styles and the different types of situations - identify the appropriate combinations of style and situation
How does emotional intelligence affect leadership?
high emotional intelligence = higher effectiveness
behavioral theory of leadership
idea that people can choose to become leaders or be trained to become leaders. Leadership can be LEARNED isolates behaviors that differentiate effective leaders from ineffective leaders
empowerment
increasing the decision-making discretion of workers
How does national culture affect leadership?
influences how followers will respond asian - prefer competent decision makers africa - charismatic leaders
trait theory of leadership
isolate characteristics that leaders are BORN with that differentiate leaders from non-leaders researchers have yet to find a set of traits that would always differentiate a leader from a nonleader
transactional leader
lead primarily by using social exchanges (transactions) in a "bargaining relationship"
Leader-member exchange (LMX) theory
leaders create in-groups and out-groups and those in the in-group will have higher performance ratings, less turnover, greater job satisfaction
Leader-Participation model
leadership contingency theory based on sequence of rules for determining how much participation a leader uses in decision making according to different types of situations (normative)
Least-preferred coworker (LPC) questionnaire
measures whether a leader was task or relationship oriented - task oriented leaders were more effective when situation either highly favorable/unfavorable - person oriented leaders were more effective when situation moderately favorable/unfavorable If the leader described the least preferred coworker in relatively positive terms, then the leader was primarily interested in good personal relations with coworkers/relationship oriented. In contrast, if the leader saw the least preferred coworker in relatively unfavorable terms, then that leader was primarily interested in productivity/task oriented. > 64 is relationship oriented < 57 task oriented small amount of people fall in the middle Found not very practical
benevolent-authoritative
motivation is based on the potential for punishment and partially on rewards. Lower level employees are allowed to be involved in policy making but limited to the framework that upper-level authority gives to them. Upper hierarchy knows a little about lower problems and mainly downward communication with little upward. Subordinates in this system can become hostile towards each other because of the competition that is created between them. Productivity is measured between fair to good.
Authentic leadership
self-aware and genuine, aware of their limitations and emotions, show themselves to their followers, don't act one way in public and a different way in private, don't hide their mistakes put the mission and the goals of the organization above their self-interest lead with their heart focus on the long term
leader
someone who can influence others and who has managerial authority
transformational leader
stimulate and inspire followers to achieve extraordinary outcomes. Encourages growth for the good of the long-term goals 4 elements: individualized consideration, intellectual stimulation, inspirational motivation, idealized influence
exploitative-authoritative
tend to use threats, fear, and punishment to motivate their workers. Managers at the top of the hierarchy make all of the decisions and usually unaware of problems at lower levels as a result, workers tend to be hostile towards organizational goals
individualsized consideration
the degree to which the leader attends to each follower's needs, acts as a mentor or coach to the follower and listens to the follower's concerns and needs and celebrates the individual contribution that each follower can make to the team
What 2 things do early leadership theories focus on?
the person and the behaviors
leadership
the process of leading a group and influencing that group to achieve its goals