OB Chp 13

Fiedler's Contingency Model

- 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 - Leaders have two different styles: Task motivated, relationship motivated - Based on three dimensions of situational control: Leader-member relations, task structure, position power

Implications of transformational leadership

- Can be ethical or unethical - Establish positive view of the future - Best leaders are not just transformational - Transformational leadership affects outcomes at the individual, group, and organizational levels - Works virtually

Traits that have a small but positive association with effective leaders

- Intelligence/emotional intelligence - Communication skills - Big 5 (Conscientiousness, open to experience, emotional stability, extroversion, and agreeableness)

Passive leadership behavior

- Laissez-faire leadership - Represents a general failure in taking responsibility for leading - Employees often left feeling unsupported and demoralized - Passive leaders often : avoid conflict, fail to coach, fail to set performance goals, give feedback, generally fail to address employee needs or concerns

Trait theory

- Leadership traits are linked to leadership emergence - Positive traits should be cultivated and "dark side" traits avoided - It is important to develop a global mind set

Situational theories

- The effectiveness of a particular style of leader behavior depends on the situation - As situations change, different styles become appropriate

Perceptions matter

-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 -These beliefs are summarized in a leadership prototype: A mental representation of the traits and behaviors that people believe are possessed by leaders

Female leaders

-More relationship-oriented behaviors -Democratic or participative style -Viewed as being more effective by peers, managers, direct reports -Viewed as more cohesive, cooperative, learning-oriented

Male leaders

-More task oriented behaviors -Autocratic, directive style -More likely to view themselves as effective

Applying situational theories

1. ID important outcomes 2. ID relevant leadership behaviors 3. ID situational conditions 4. Match leadership to the conditions at hand 5. Determine how to make the match

Dark-side traits of leaders

1. Narcissism - Self-centered, strong drive for personal power - More charismatic and passionate yet more likely to promote counterproductive behaviors from others 2. Machiavellians - Entails the use of manipulation, puts results ahead of principles - Linked to counterproductive behaviors 3. Psychopathy - Lack of concern for others - Lack of remorse or guilt

Leaders want followers who are

1. Productive 2. Reliable 3. Honest 4. Cooperative 5. Proactive 6. Flexible

Behavioral styles displayed by effective leaders

1. Task-oriented 2. Relationship-oriented 3. Passive 4. Transformational

Followers want leaders who will

1. foster significance and meaning in their work 2. foster sense of community and respect 3. make them feel engaged and energized at work

What is leadership?

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

All of the following are transformational leader behaviors except A. Leader-member exchange B Intellectual stimulation C Inspirational motivation D Individualized consideration E Idealized influence

A. Leader-member exchange

What is trait approach?

Attempts to identify personally characteristics or interpersonal attributes that can be used to differentiate leaders from followers - Intelligence - Dominance - Self confidence - Level of energy and activity - Task-relevant knowledge

The leader at Joe's organization believes that all organizations overstate their expenses in order to pay less income tax. What trait is this leader exhibiting? A) Psychopathy B) Machiavellianism C) Extraversion D) Criminal intent E) Narcissism

B. Machiavellianism

Tech Innovations is in the process of hiring a leader. The organization has poor leader-member relations, low task structure, and weak position power. What type of leader should be hired according to Fiedler's contingency model? A) relationship-motivated B) passive C) task-motivated D) directive E) supportive

C. Task motived

Margaret leads her employees by having formal, well-developed guidelines and procedures for each task they perform. Which leadership style best describes Margaret? A) Consideration B) Passive C) Servant-leadership D) Competent leadership E) Transactional leadership

E. Transactional

Javier is a leader in his organization. Javier most likely engages in all of the following activities EXCEPT A) proposing a vision for the organization. B) getting employees excited and engaged in the process to meet sales goals. C) providing support for an employee dealing with the death of a family member. D) using effective managerial skills. E) planning the production schedule for the month.

E. planning the production schedule for the month

What is effective leadership

Entails the consideration of three issues: 1. Content of the evaluation: What criteria are being used to assess effectiveness? 2. Level of evaluation: At what level are the criteria being measured? 3. Tater's perspective: Who is doing the evaluation?

Implications of LMX theory

Expectations - establish high performance expectations Diversity - Don't create a homogenous work environment Initiative - Positive actions to improve poor LMX

Managers

Implement, plan, organize, control

Leaders

Inspire, influence, create the vision and strategic plan

What is the difference between leading and managing?

Leader - deals with the interpersonal aspects of a manager's job; inspires others, provides emotional support, gets employees to rally around a common goal; key role in creating a vission and strategic plan Manager - typically performs functions associated with planning, investigating, organizing, and control; concentrates on getting things done; charged with implementing the vision and strategic plan

Takeaways from behavioral theory

Leader behavior is more important than leader traits when it comes to effectiveness: - Leader behaviors can be improved and developed - There is no one best style of leadership - it depends on the situation

Leadership effectiveness: Path-goal theory

Leader seen as effective when employees view them as a source of satisfaction or as paving the way to future satisfaction - Leaders do this by: reducing roadblocks, providing guidance and support, linking rewards to goal accomplishment

Takeaways from Fiedler's model/ situational theory

Leadership effectiveness goes beyond traits and behaviors - Organizations should attempt to hire or promote people whose leadership styles fit or match the situational demands - Leaders need to modify their style to fit a situation

task oriented behaviors

Primary purpose - ensure that people, equipment, and other resources are used in efficient way - Initiating structure: Organizes group behavior to maximize productivity; Moderately strong positive relationship with leader effectiveness - Transactional leadership: Focuses on clarifying roles and requirements; uses contingent rewards and punishments

Relationship oriented behaviors

Primary purpose - to enhance employees skills and create positive work relationships -Consideration: Creating mutual respect or trust and focusing on a concern for group members' needs and desires; promotes social interaction - Empowerment: Creates perceptions of psychological empowerment in others; reflects employees beliefs that they have control over their work - Servant leadership: Service to others over service to oneself; servant leaders possess several key characteristics - Ethical leadership: Focus is on being a moral role model; positive relationship to job satisfaction, organizational commitment, organizational citizenship behaviors, motivation and performance; Lower levels of job stress, counterproductive work behaviors, and turnover

Effective leadership

Requires mix of traits, competencies, and interpersonal attributes Match their choice of behavior to the situational context

Takeaways from Path-goal theory

Use more than one style of leadership Help employees achieve their goals Modify leadership style to fit employee and environmental characteristics

Leader-member exchange theory

based on the assumption that leaders develop unique one-to-one relationships with each of the people reporting to them - Focus on quality of the relationship rather than behaviors or traits - In group exchange: get along better, higher trust, respect, liking - Out group exchange: Formal relationships, lower levels of trust and respect

Transformational leaders

motivate followers to pursue organizational goals over self-interests by using leader behaviors that appeal to followers' self-concepts such as values, motives, and personal identity - Four key leader behaviors: inspirational motivation, idealized influence, individual consideration, intellectual stimulation

Leader behaviors

task-oriented, relationship-oriented, passive, transformational