MNGT Chapter 14

Time-Driven Model of Leadership: 7 Factors

1. Decision significance: Is the decision important to success of team? 2. Importance of commitment: Is it important that employees "buy in" to the decision? 3. Leader expertise: Does leader have unique knowledge? 4. Likelihood of commitment: How likely is it that employees will commit to leader decision? 5. Shared objectives: Do employees share and support the same objectives? 6. Employee expertise: Do the employees have significant knowledge or expertise? 7. Teamwork skills: Do the employees have the ability to work together to solve the problem?

leader actively monitors for mistakes and errors and takes corrective action when required. Leader looks for errors to take corrective action and meet standards

Active management-by-exception

A leadership style where the leader makes the decision alone without asking for opinions or suggestions of the employees in the work unit.

Autocratic style

create job relationships characterized by mutual trust, respect for employee ideas, and focus of employee feelings. • Creates a climate of good rapport and strong, two-way communication and exhibit a deep concern for the welfare of employees.

Consideration

A leadership style where the leader presents the problem to employees asking for their opinions and suggestions before ultimately making the decision himself or herself.

Consultative style

leader attains follower agreement on what needs to be done using promised or actual rewards in exchange for adequate performance.

Contingent reward

A leadership style where the leader gives the employee the responsibility for making decisions within some set of specified boundary conditions. the leader plays no role in deliberations unless asked

Delegative style

A leadership style where the leader presents the problem to a group of employees and seeks consensus on a solution, making sure that his or her own opinion receives no more weight than anyone else's.

Facilitative style

When the leader behaves in ways that earn the admiration, trust, and respect of followers, causing followers to want to identify with and emulate the leader.

Idealized influence

behaving in ways that earn the admiration, trust, and respect of followers, causing followers to want to identify with and emulate the leader.

Idealized influence

When the leader behaves in ways that help followers achieve their potential through coaching, development, and mentoring.

Individualized consideration

behaving in ways that help followers achieve their potential through coaching, development, and mentoring. Put the employee first... • "Punishing honest mistakes stifles creativity. I want people moving and shaking the earth and they are going to make mistakes." Ross Perot

Individualized consideration

leader defines and structures the roles of employees in pursuit of goal attainment.

Initiating structure

When the leader behaves in ways that foster an enthusiasm for and commitment to a shared vision of the future.

Inspirational motivation

behaving in ways that foster an enthusiasm for and commitment to a shared vision of the future. "When Steve Jobs believes in something, the power of that vision can literally sweep aside any objections, problems, whatever. They just cease to exist."

Inspirational motivation:

When the leader behaves in ways that challenge followers to be innovative and creative by questioning assumptions and reframing old situations in new ways.

Intellectual stimulation

behaving in ways that challenge followers to be innovative and creative by questioning assumptions and reframing old situations in new ways. "If you want something new, you have to stop doing something old" Peter Drucker

Intellectual stimulation:

avoids leadership altogether (i.e., Avoids getting involved with important decisions).

Laissez-faire leadership

only reduce the importance of the leader—they themselves have no beneficial impact on performance.

Leader Neutralizers

reduce the importance of the leader while simultaneously providing a direct benefit to employee performance. A self-managed work team that hires, trains, and monitors the performance of its members without a manager is an example of

Leader Substitutes

The process of becoming a leader in the first place.

Leader emergence

describes how leader-member relationships develop over time on a dyadic basis.

Leader-member exchange theory

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

Life cycle theory of leadership

day-to-day behaviors that would be categorized as initiating structure behavior

Organization: Defining and structuring work Initiation: Originating new ideas Production: Setting goals

leader passively waits around for mistakes and errors, then takes corrective action as necessary when complaints are received. -Leader takes no action until complaints are received

Passive management-by-exception

suggests that certain characteristics of the situation can constrain the influence of the leader, making it more difficult for the leader to influence employee performance.

Substitutes for leadership model

Theory has been taught to around 400 firms in the Fortune 500, with 1,000,000 managers learning about it annually... Readiness: the degree to which employees have the ability and the willingness to accomplish their specific tasks. Very limited support for this theory Only low readiness sometimes works...

The Life Cycle Theory of Leadership

The model suggests that seven factors combine to make some decision-making styles more effective in a given situation and other styles less effective.

Time-Driven Model of Leadership

leader rewards or disciplines the follower depending on the adequacy of the follower's performance. (carrot and stick)

Transactional leadership

involves inspiring followers to commit to a shared vision that provides meaning to their work while also serving as a role model who helps followers develop their own potential and view problems from new perspectives

Transformational leadership

According to research, which of the following personality dimensions have significant effects on perceptions of leader charisma?

agreeableness extraversion openness to experience

leader decision-making styles in order in terms of their level of leader control, placing the style with the highest level at the top and lowest level of leader control at the bottom.

autocratic consultative facilitative delegative

Leader Decision-Making Styles

autocratic (directive leadership) consultative facilitative (consensus leadership) delegative (empowering leadership)

issues that leadership training programs often focus on

conducting more accurate performance evaluations being a more effective mentor solving problems creatively

Low initiating structure and low consideration

delegating

Initiating Structure has a strong positive relationship with:

employee motivation Moderately related to: • Perceived leader effectiveness• Employee satisfaction• Unit performance

marked by the frequent exchange of information, influence, latitude, support, and attention form the leaders "ingroup"

high quality exchange dyad

Decision-making styles capture _____ a leader decides as opposed to _____ a leader decides

how what

Which factor in the time-driven model of leadership considers how important it is for employees to "buy in" to the decision?

importance of commitment

The leadership behaviors identified in studies by Ohio State are specifically referred to as

initiating structure and consideration.

refers to how well an individual performs in a leadership role.

leader effectiveness

Certain personal trait and characteristics are more predictive of: leader effectiveness leader emergence

leader emergence

the ability to manage others to achieve certain goals

leadership

marked by a more limited exchange of information, influence, latitude, support, and attention form the leaders "outgroup"

low quality exchange dyad

day-to-day behaviors that would be categorized as consideration behavior

membership integration communications recognition representation

According to the leader-member exchange theory, low-quality exchange dyads constitute the leader's ingroup. neutralizers. outgroup. substitutes.

outgroup

Low initiating structure and high consideration

participating

The leadership behaviors identified in studies by the University of Michigan are specifically referred to as

production-centered and employee-centered.

he degree to which employees have the ability and the willingness to accomplish their specific tasks.

readiness

The phase in a leader-follower relationship when employee's own expectations for the dyad get mixed in with those of the leader.

role making

The phase in a leader-follower relationship when the manager describes role expectations; employee attempts to fulfill those expectations with his or her job behaviors.

role taking

high initiating structure, high consideration

selling

Consideration has a _____ _______ relationship with: Perceived leader effectiveness• Employee motivation• Job satisfaction

strong positive

According to research, employees with transformational leaders tend to have higher levels of

task performance organizational commitment (affective and normative) -has no effect on continuance commitment

high initiating structure and low consideration

telling

The leadership perspective that views leaders as agents of change who create, communicate, and model a shared vision and inspire followers to achieve it is called

transformational leadership

Which leadership style is widely approved across different cultures?

transformational leadership