MHR 300 Unit 6

what is the role of emotional intelligence in leadership effectiveness

1. emotional intelligence is an input to transformational leadership 2. emotional intelligence has a small, positive, and significant association with leadership effectiveness

4 take aways from trait theory

1. we can no longer ignore the implications of leadership traits 2. the list of positive traits and "dark side" traits provides guidance on leadership traits you should attempt to cultivate/avoid 3. orgs may want to include personality and trait assessments in their selection and promotion process 4. developing a "global mindset" increasingly is becoming a positive task oriented trait

The two leadership styles in Fiedler's model are transactional and transformational.

False The two leadership styles in Fiedler's model are task-oriented and relationship-oriented.

in-group exchanges

High LMX relationships are characterized by a partnership of reciprocal influence, mutual trust, respect and liking, and a sense of common fates. These relationships become more social over time

When is each style more effective?

High control situations: task motivated leadership Moderate control situations: relationship motivated leadership Low control situations: task motivated leadership

Jim is the daytime supervisor for an automobile assembly line. He supervises 45 workers who perform routine jobs that require minimal training. Which of the following statements would indicate that Jim is following the servant-leadership model of leadership?

Jim refrains from engaging in self-serving behaviors that hurt others and focuses on increased service to others rather than to himself. Servant-leadership focuses on increased service to others rather than to oneself. Because the focus of servant-leadership is serving others over self-interest, servant-leaders are less likely to engage in self-serving behaviors that hurt others.

Jim is the daytime supervisor for an automobile assembly line. He supervises 45 workers who perform routine jobs that require minimal training. Which of the following statements would indicate that Jim is following the transformational model of leadership?

Jim seeks to motive employees to nurse organization goals above their own self-interests Transformational leaders motivate employees to pursue organizational goals above their own self-interests.

Jim is the daytime supervisor for an automobile assembly line. He supervises 45 workers who perform routine jobs that require minimal training. Which of the following statements would indicate that Jim is following the transactional model of leadership?

Jim sets goals, monitors progress toward goal achievement, and rewards and punishes people for their level of goal accomplishment. Transactional leadership focuses on clarifying employees' role and task requirements and providing followers with positive and negative rewards contingent on performance.

Kevin manages a group of eight project engineers, all of whom have worked for the company for over five years. Almost every day, Kevin and Joe, Carlos, and Kim, who are three of his subordinates, go to the cafeteria and play bridge while eating lunch. Joe, Carlos, and Kim receive very good performance reviews and are typically given the most challenging projects. What theory best explains this situation?

LMX The leader-member exchange (LMX) theory is based on the assumption that leaders develop unique one-to-one relationships with each of the people reporting to them. High LMX relationships are characterized by a partnership of reciprocal influence, mutual trust, respect and liking, and a sense of common fates. These relationships become more social over time.

Which of the following is not a positive trait that sets Jack Ma apart as a leader?

Machiavellianism

Leaders like Jack Ma lead for ______ by inspiring their employees and modeling desired behaviors.

Meaningfulness

charisma

a form of interpersonal attraction that inspires acceptance, devotion, and enthusiasm

leadership prototype

a mental representation of the traits and behaviors that people believed are possessed by leaders

Leadership

a process whereby an individual influences a group of individuals to achieve a common goalx

trait approach

attempts to identify personality characteristics or interpersonal attributes that can be used to differentiate leaders from followers

leader-member exchange model of leadership

based on the assumption that leaders develop unique one-to-one relationships with each of the people reporting to them focuses on the quality of relationships between managers and subordinates as opposed to the behaviors or traits of either leaders or followers. in-group versus out-group exchanges: creating trust and mutual obligation vs. creating more formality in expectations and rewards

Passive leadership

best illustrated by what is called laissez-faire leadership which represents a general failure to take responsibility for leading

Which of the following is not a characteristic of a servant-leader?

charisma Servant-leadership characteristics are listening, empathy, healing, awareness, persuasion, conceptualization, foresight, stewardship, commitment to the growth of people, and building community.

Which of the following is not a characteristic of an in-group exchange?

economic exchange High LMX relationships are characterized by a partnership of reciprocal influence, mutual trust, respect and liking, and a sense of common fates.

relationship oriented leadership

enhance employees' skills and to create positive work relationships among co-workers and between the leader and his/her employees, ex: helping people with stressful events, providing career advice, etc. Consideration Empowerment servant leadership

individualize consideration

entails behaviors associated with providing support, encouragement, empowerment and coaching to employees

implications of LMX theory

expectations, diversity, initiative

In House's path-goal model, the only leader behaviors are task-motivated and relationship-motivated.

false Figure 13.3 reveals that House has expanded the number of task- and relationship-oriented leader behaviors. Leader behaviors include path-goal clarifying, achievement oriented, work facilitation, supportive, interaction facilitation, group-oriented decision making, representation and networking, and value based.

Effective leadership is influenced not only by leadership behavior, but also task-oriented traits and interpersonal attributes.

false Effective leadership is influenced by four types of leadership behavior: task-oriented, relationship-oriented, passive, and transformational, and also is affected by a combination of task-oriented traits and interpersonal attributes.

One of the characteristics of a servant leader is a complete delegation of authority to subordinates.

false Table 13.3 lists characteristics of servant-leaders as: listening, empathy, healing, awareness, persuasion, conceptualization, foresight, stewardship, commitment to the growth of people, and building a community.

transactional leadership

focuses on clarifying employees' role and ask requirements and providing followers with positive and negative rewards contingent on performance encompasses fundamental managerial actives of goal setting, monitoring progress towards goal achievement, and rewards and punishing people for their level of goal accomplishment

servant-leadership

focuses on increased service to other rather than to oneself

Joaquin is usually the first one to volunteer at the weekly team meetings to take on additional tasks like taking notes for the meeting. Joaquin would probably be categorized as a(n):

helper Helpers show deference to and comply with the leadership.

Jim is the daytime supervisor for an automobile assembly line. He supervises 45 people who perform relatively routine jobs that require minimal training. The shop is unionized, so Jim has little latitude when it comes to dismissing poor performers. However, he does have the authority to transfer employees and has been known to reassign poor performers to less desirable jobs on the assembly line. Jim has a reputation for only transferring employees with just cause, and generally is viewed as a fair supervisor by his employees. Although he would like greater autonomy to determine salaries, Jim generally divides bonuses and raises equally among his employees. To do otherwise would likely create conflict with union members and representatives. According to Fiedler's model, what would the task structure of Jim's employees be considered?

high, Task structure is concerned with the amount of structure contained within tasks performed by the work group. For example, a managerial job contains less structure than that of a bank teller. Because structured tasks have guidelines for how the job should be completed, the leader has more control and influence over employees performing such tasks. This dimension is the second most important component of situational control.

path goal theory

holds that leader behaviors are effective when employees view them as a source of satisfaction or as paving the way to future satisfaction Leaders do this by 1) reducing roadblocks that interfere with goal accomplishment 2) providing guidance and support needed by employees 3) linking meaningful rewards to goal accomplishment

inspirational motivation

includes the use of charisma, involves establishing an attractive vision of the future, the use of emotion arguments and exhibition of optimism and enthusiasm

When a leader says to subordinates, in essence, "Let me provide tangible support to help you reach your goals," he or she is engaging in:

individualize consideration Individual consideration entails behaviors associated with providing support, encouragement, empowerment, and coaching to employees.

5 traits that leaders possess

intelligence dominance self confidence level of energy/ activity task relevant knowledge

intellectual stimulation

involves behaviors that encourage employees to question the status quo and to seek innovation and creative solutions to organizational problems

Consideration

involves leader behavior associated with creating mutual respect or trust and focuses on a concern for a group members needs or desires, promotes social interactions and identification with the team and leader

implicit leadership theory

is based on the idea that people have beliefs about how leaders should behave and what they should do for their followers

idealized influence

is to instill pride, respect and trust within employees

contingency theory

it is based on the premise that a leader's effectiveness is contingent on the extent to which a leader's style fits or matches characteristics of the situation at hand Task orientation versus Relationship orientation: task-motivated leaders focus on accomplishing goals, whereas relationship-motivated leaders are more interested in developingdostiive relationships with followers

initiating structure

leader behavior that organizes and defines what group members should be doing to maximize output type of task oriented leadership

In which of the following situations would a leader's situational control be considered low?

leader-member relations good; task structure high; position power weak Situation VIII is a low control example where the leader-member relations are poor, the task structure is low, and the position power is weak.

out-group exchanges

low lmx relations tend to focus on the economic exchange between leaders and followers, this relationship tends to be more formal and revolves around specifically negotiating the relationship between performance and pay no sense of mutual trust, respect, or common fate

Which of the following is not one of the key leader behaviors that are part of transformational leadership?

matching behaviors to the situation Figure 13.4 provides a sketch of how transformational leaders rely on these four key leader behaviors (second column from left): inspirational motivation, idealized influence, individualized consideration, and intellectual stimulation.

Jim is the daytime supervisor for an automobile assembly line. He supervises 45 people who perform relatively routine jobs that require minimal training. The shop is unionized, so Jim has little latitude when it comes to dismissing poor performers. However, he does have the authority to transfer employees and has been known to reassign poor performers to less desirable jobs on the assembly line. Jim has a reputation for only transferring employees with just cause, and generally is viewed as a fair supervisor by his employees. Although he would like greater autonomy to determine salaries, Jim generally divides bonuses and raises equally among his employees. To do otherwise would likely create conflict with union members and representatives. According to Fiedler's model, how would Jim's leader-member relations be described?

poor Leader-member relations reflect the extent to which the leader has the support, loyalty, and trust of the work group. This dimension is the most important component of situational control. Good leader-member relations suggest that the leader can depend on the group, thus ensuring that the work group will try to meet the leader's goals and objectives.

task oriented leadership

primary purpose is to ensure that people, equipment and other resources are used in an efficient way to accomplish the mission of a group or organization Comprised of initiating and transactional leadership

what do leaders want from followers

productive, reliable, honest, cooperative, proactive, and flexible

situational theories

proposes that the effectiveness of a particular style of leader behavior depends on the situation

psychological empowerment

reflects employees belief that they have control over their work, is expected to drive intrinsic motivation

According to Fiedler's theory, a moderate-control situation favors a ________ leader.

relationship motivated Relationship-oriented leadership should be most effective in situations of moderate control (situations IV-VII in Figure 13.2).

laisez-faire leadership

represents a general failure to take responsibility for leading, ex: avoiding conflict, failing to provide coaching on difficult assignments, failing to give performance feedback

Empowering leadership

represents the extent to which a leader creates perceptions of psychological empowerment in others leading for meaningfulness (inspiring and modeling) leading for self-determination or choice (delegating) leading for competence (supporting and coaching) leading for progress (monitoring and rewarding)

what do followers want from leaders

significance, community, excitement

According to Fiedler's theory, a low-control situation favors a ________ leader.

task motivated Task-oriented leadership should be most effective in either high-control or low-control situations.

behavioral styles approach

this attempts to identify unique behaviors displayed by effective leaders

three dimensions of situational control

this refers to the amount of control and influence the leader has in his or her immediate work environment leader-member relations - reflects the extent to which the leader has the support, loyalty and trust of the word group (most important) task structure - concerned with the amount of structure contained within tasks performed by the work group position power - refers to the degree to which the leader has formal power to reward, punish, or otherwise obtain compliance from employees

transformational leaders

transforms followers to pursue organizational goals over self-interests four key behaviors of transformational leadership: - inspirational motivation - idealized influence - individualize consideration - intellectual stimulation

According to Fiedler, a leader's style doesn't change; therefore, if there is a mismatch between a situation and the leader who is in place, it is best to move that leader to another position.

true Fiedler suggests it is better to move the leader to a more suitable situation than to try to change the leader's leadership style.

Although research and practitioners support the logic of situational leadership, the practical application of such theories has not been clearly developed.

true Although researchers and practitioners support the logic of situational leadership, the practical application of such theories has not been clearly developed.

Leader behavior is more important than leader traits when it comes to effectiveness.

true Leader behavior is more important than leader traits when it comes to effectiveness.

When a leader is planning, scheduling, organizing, and coordinating work, he or she is engaging in ________ behaviors.

work facilitation Table 13.4 identifies work-facilitation behaviors as planning, scheduling, organizing, and coordinating work.

In Fiedler's model, ________ refers to the extent that a job has guidelines for how the job should be completed.

work group dynamics, Task structure is concerned with the amount of structure contained within tasks performed by the workgroup.