BUAD 309
legitimating appeals
Enhancing one's formal authority by referring to rules, precedents, or official documents
informational power
Power due to control over information
Unfreezing
Process by which people become aware of the need for change
situation models
assumes that appropriate leader behavior varies from one situation to another. Seek to identify how key situational factors interact to determine appropriate leader behavior
Behavioral approach
attempts to identify behaviors that differentiate effective leaders form nonreaders (Michigan, Ohio and Leadership Grid) job-centered leader: paying close attention to the work, explaining work procedures, demonstrating strong interest in performance employee-centered leader: attempting to build effective work groups with high performance goals leader consideration behaviors: showing concern for subordinates feelings and respecting subordinates ideas leader initiating structure behaviors: clearly deifying leader subordinate roles such that subordinated know what is expected of them
human-oriented leadership
being supportive , considerate, compassionate, and generous, displaying modesty and sensitivity
Leadership
both a process (the use of non coercive influence to direct and coordinate the activities of group member to meet a goal) and property (set of characteristics attributed to those perceived to use influence successfully), has powerful influence on individual and group behavior, desired goal of leader should reflect the goal of group. establishes direction, aligning people, motivating and inspiring
organizational chart
describes structure of an org. Shows all people, positions, reporting relationships, and lines of formal communication, a diagram of the chain of command and reporting relationships in a company. As organizations grow, they often create multiple organization charts for each major division or functional area.
self-protective leadership
includes behaviors intending to ensure the safety and security of the leader and the group, includes being self-centered, status conscious, conflict inducing and face saving
commitment
(Responses to influence attempts) Endorsing and becoming an actively involved participant as a result of the influence attempt
Leadership substitutes
(alternatives to leadership) individual, task, and organizational characteristics that tend to outweigh the leader's ability to affect subordinates' satisfaction and performance, facilitate performance regardless of whether or not a leader is present.
leadership neutralizers
(alternatives to leadership) various factors that render behaviors as ineffective and neutralized even if a leader is present and attempts to engage in various leadership behaviors, Organizational factors can also neutralize at least some forms of leader behavior.
Charismatic Leadership
(leadership through eyes of followers) Charisma is a personal characteristic of the leader which inspires support and acceptance. Leadership is based on leader's personal charisma.
Transformational leadership
(leadership through eyes of followers) The set of abilities that allows the leader to recognize the need for change, to create a vision to guide that change, and to execute the change effectively.
Attribution perspective
(leadership through eyes of followers) when behaviors are observed in a context associated with leadership, others may attribute varying levels of leadership ability or power to the person displaying those behaviors.
Michigan studies
2 fundamental leader behaviors: job-centered leader behavior-paying close attention to the work of subordinates, explaining work procedures, and demonstrating a strong interest in performance employee-centered leader behavior-- attempting to build effective work groups with high performance goals
Ohio state studies
2 independent dimensions of leadership leader consideration behaviors: showing concern for subordinates feelings and respecting subordinates ideas leader initiating structure behaviors: clearly defining leader-subordinate roles in such that subordinates know what is expected of them
network organization
A collection of autonomous units or firms that act as a single larger entity, using social mechanisms for coordination and control, don't require frequent exchanges, don't suffer from supply uncertainty
cross-functional team
A permanent task force created to address specific problems or recurring needs
organizational culture
A system of shared values, norms, and assumptions that guide members' attitudes and behaviors. how it gets work done, interact, trust. need cultural values strong vs weak cultures negative vs. positive
task force
A temporary committee formed to address a specific project or problem
virtual organization
An organization that contracts out almost all of its functions except for the company name and managing the coordination among the contractors Low operating costs and high flexibility, no permanent office, virtual teams linked by technology, very complex and loss of control, communication and management is a challenge
inspirational appeals
Appealing to aspirations, values, and ideals to gain commitment
personal appeals
Asking for a personal favor or to do something "because we're friends"
virtual leadership issues
Changes in leadership and mentoring as in-person contact replaces virtual contact, Less nonverbal communication, Increasing importance of e-mail's role in conveying appreciation, reinforcement, and constructive feedback Face-to-face leadership skills become critical as opportunities decrease for direct contact
lattice structure
Cross-functional and cross-level subteams are formed and dissolved as necessary to complete specific projects and tasks, common in consulting agencies, minimal hierarchy and few rules, bunch of small task forces
matrix structure
Employees report to both a functional manager and to a project or product team
coalition tactics
Engaging help of others to persuade someone
Intrapreneurship
Entrepreneurial activity that takes place within the context of a large organization, usually most effective when part of everyday life and occurs thought organization
ingratiation
Flattering someone to put them in a good mood
organic organization
Flexible, decentralized Open communication channels Focus on adaptability Faster response to market and competitive changes May increase job satisfaction and commitment teams have typically been associated with increased job satisfaction, affective commitment, and learning.
compliance
Going along with what the influencer wants without being personally committed
communities of practice
Groups of people whose shared expertise and interest in a joint enterprise informally binds them together, transfer knowledge among people and from senior to more junior employees, ensures that knowledge is not lost when some employees leave or retire
exchange
Offering something valuable in return for cooperation
Assumptions
Organizational values that have become so taken for granted over time that they become the core of the company's culture
Artifacts
Physical manifestations of the culture: Myths and stories Awards Rituals Decorations Office space allocations Dress code How people address each other Published lists of organizational values
expert power
Power due to control because of knowledge, skills, or expertise
referent power
Power due to control because subordinates respect, admire, and identify with the leader
coercive power
Power due to control over punishments
reward power
Power due to control over rewards
persuasive power
Power due to the ability to use logic and facts to persuade
legitimate power
Power due to the position of authority held
types of structures
Prebureaucratic Structure: Smaller organizations with low standardization, total centralization, and mostly one-on-one communication Bureaucratic Structure: An organizational structure with formal division of labor, hierarchy, and standardization of work procedures Functional Structure: Groups people with the same skills, or who use similar tools or work processes, together into departments
Refreezing
Process of making new behaviors relatively permanent and resistant to further change
active resistance
Rejecting the influence attempt and actively trying to stop the influencer from doing what she or he is trying to do, or trying to change the influencer's attitudes
passive resistance
Rejecting the influence attempt but not getting in the way of what the influencer is trying to do
consultation
Requesting someone's advice to solve a problem
mechanistic organization
Rigid, traditional bureaucracy Hierarchical communication Uniform job descriptions May minimize costs Slow to capitalize on new opportunities slow-changing environment
Conflict cultures
Shared norms for managing conflict Active or passive Agreeable or disagreeable Managing cultures of conflict 1. Dominating (active and disagreeable) 2. collaborative (active and agreeable) 3. avoidant (passive and agreeable) 4. passive aggressive (passive and disagreeable)
empowerment
Sharing power with employees and giving them the authority to make some decisions, Can improve quality, cut costs, and boost efficiency and flexibility-they must be skilled and trained
Culture of inclusion
The extent to which majority members value efforts to increase minority representation, and whether the qualifications and abilities of minorities are questioned Communicate the companies "best practices" for building and maintaining a diverse organization culture. - Intranet - Company newsletters - Employee feedback forms (paper and electronic version)
Organization development
The planned development and reinforcement of organizational strategies, structures, and processes for improving an organization's effectiveness reengineering rethinking quality of work life
Innovation
The process of creating and doing new things that are introduced into the marketplace as products, processes, or services 1. Radical - major breakthroughs 2. Systems Innovation - creates new functionality 3. Incremental Innovation - continues technical improvement, and extends applications new ventures - entrepreneurship corporate research
impression management
The process of portraying a desired image or attitude to control the impression others form of us * self-moitoring: Having a high concern with others' perceptions of us and adjusting our behavior to fit the situation, good at reading situations
organizational design
The process of selecting and managing aspects of organizational structure and culture to enable the organization to achieve its goals. Designing and redesigning the organization in response to internal and external changes is a key managerial function.
Organizational socialization
The process through which employees learn about the firm's culture and pass their knowledge and understanding on to others by seeing other employees or pamphlets or formal training
abuse of power
The use of power to demean, exploit, or take advantage of someone, Influencing someone to do something they later regret
strategic leadership
Understanding the complexities of both the organization and its environment, Leading change in the organization to achieve and maintain a superior alignment between the organization and its environment. role of top management and new concept Encompassing understanding of the organization, Firm grasp of the organization's environment, Awareness of firm's alignment with the environment, Ability to improve the alignment
pressure
Using coercion or persistent follow-up or reminders to gain influence
rational persuasion
Using logic and facts to persuade someone
divisional structure
a collection of functions organized around a particular geographic area, product or service, or market Common among organizations with many products or services, geographic areas, and customers
trait approach
attempts to identify stable and enduring character traits that differentiate effective leaders from non-leaders focusing on: identifying leadership traits, developing methods for measuring leadership traits, using methods to select leaders problem: couldn't specify nor prove how presumed leadership traits are connected to leadership - now there is a limited set of traits: emotional intelligence, drive, motivation, drive, honesty confidence, cognitive ability, knowledge of the business, and charisma
Vroom's decision tree approach
attempts to prescribe how much participation subordinates should be allowed in making decision situational characteristics determine the degree to which subordinated should be encouraged to participate in decision making. managers can choose between 2 trees (time-driven: made on timely basis. and development-driven: improves subordinates decision making skills), can adopt endpoint decision styles
influences of organizational structure
business strategy, external environment, nature of talent, organizational size, expectations of employee behaviors, org. production technology, organizational change
restructuring effects
can improve a struggling firms performance, can be stressful and demotivating, employees who suffer downsizing suffer stress, decreased commitment and higher turnover intentions
causes of political behavior
conflict, uncertainty, scarcity of valued resources, inaction, organizational policies that reward employees who engage in political behavior or punish those who don't
endpoint decision styles
decide: manager makes decision alone and then announces or sells it to group delegate: manger allows group to define for itself the exact nature and parameters of the problem and then develop a solution consult (individually): the manager presents the problem to group members individually obtains their suggestions and then makes the decision consult (group): manager presents problems to the group at a meeting , gets suggestions and makes decision facilitate: facilitates group member discussion as members make decision
characteristics of organizational structure
division of labor: extent to which employees specialize or generalize span of control: number of people reporting directly to individual hierarchy: degree to which some employees have formal authority over others formalization: extent to which organizational rules and procedures are written down and closely followed centralization: degree to which power and decision-making authority is concentrated at higher levels of organization rather than distributed
team-oriented leadership
emphasizes team building and creating a sense of common purpose, includes being collaborative, diplomatic, and administratively competent
participative leadership
extent to which leaders involve others in making decisions, being participative and non-autocratic
Transactional leadership
focuses on routine, regimented activities, same as management
path-goal theory of leadership
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 behaviors that will lead to desired rewards. focuses on the leader behaviors and situation rather than fixed traits of leader. goal behaviors: Directive Supportive Participative Achievement-oriented
team-based structure
horizontal and vertical teams define part or all of org., permanently assigned to project or product teams
LPC theory of leadership
leaders effectiveness depends on the situation, assumes a task or relationship focus for leaders (situation favorableness): leader-member relations, task structure, and leader position power high: leaders are more concerned with interpersonal relationships low: leaders are more concerned with task relevant problems
changing organizations culture
managing symbols (substituting stories and myths) , need to start from upper management, must be seen as stable, requires effort bc value system is self-reinforcing
leader member relations
personal relationship that exists between subordinates and their leader, based on extent to which subordinated trust, respect, and have confidence in the leader and vice versa
Power
potential ability of a person or group to exercise control over another person/ group, desire to control and influence others or to be responsible for others
leader position power
power inherent in leaders role, if leader is considered to have power to assign work, reward, punishment and recommend promos, then power is high and favorable.
acquiring power
power is greater if things you control are important, rare, and without substitute
espoused vs enacted value and norms
preferred values and norms stated vs. what employees exhibit based on observations of what actually goes on
In-group
receives special duties requiring more responsibility and autonomy, also mat receive special privileges, rewards, such as more discretion about work schedules, privy to sensitive info and are likely to know about upcoming events before others, and stronger support from leader
personal power
resides in the person, regardless of the position being filled (Expert, Informational, Referent, Persuasive)
position power
resides in the position, regardless of who is filling that position (Legitimate, Reward, Coercive)
how subunits gain power
scarce resources: magnify power differences across subunits centrality: the extent to which a subunits activities influence the work of many other subunits substitutability: extent to which a subunits activities can be performed by others
task structure
structured tasks are more favorable because leader doesn't need to de involved in defining activities and can vote time to other things
Hersey and Blanchard model
suggests that appropriate leader behavior depends on the readiness of followers (degree of motivation, competence, experience, and interest in accepting responsibility). leadership should change from telling (low readiness) to selling to participation to delegating (high readiness) while the leader's task behavior should diminish over time
leader-member exchange model (LMX)
suggests that leaders form unique independent relationships with each of their subordinates. "vertical dyad"- superior subordinate pair, supervisors establish close working relationships with "in group"
organizational structure
system of task, reporting, and authority relationships within which an organization does its work. The core of what coordinates, controls, and motivates employees to cooperate toward the attainment of organizational goals
influence
the ability to affect the perceptions , beliefs, attitudes, motivation, and or behavior of others
ethical leadership
the process of leading based on consistent principles of ethical conduct. social media can hinder ethical standards why its essential: Increasing pressure for high ethical standards for leadership positions, to hold leaders accountable for their actions, and environmental pressure for stronger corporate governance models
Socialization
the process through which children learn to become adults in a society—how they learn what is acceptable and polite behavior and what is not, how they learn to communicate, how they learn to interact with others,etc.
Out-Group
they receive less of the supervisor's time and attention, likely to be assigned the more mundane tasks the group must perform and not be "in the loop" insofar as information is being shared. They may also receive fewer rewards and overall weaker support from the leader.
