BUAD309 Chapter 11 & 12 Quiz

Three elements of charismatic leadership in organizations

1. Envisioning 2. Energizing 3. Enabling

What are two basic forms of leader behavior that was identified with the Michigan Studies?

1. Job Centered leader behavior 2. Employee- Centered leader behavior

These 2 theories come from the Situational Approach to Leadership

1. LPC Theory (Lease-Preferred Coworker) 2. The Path-Goal Theory of Leadership

Two studies that are related to the Behavioral Approaches to Leadership

1. Michigan Studies 2. Ohio State Studies

The path-goal theory proposes two types of situational factors that influence how leader behavior relates to subordinate satisfaction.

1. Personal characteristics of the subordinates 2. The characteristics of the environment

Four "Degrees of Readiness" according to the Hersey and Blanchard Model

1. Telling 2. Selling 3. Participating 4. Delegating

Researchers argue that the LPC theory may be an index of what three things?

1. Behavior 2. Personality 3. Unknown factors

Two types of leader behavior associated with the Ohio State Studies

1. Consideration Behavior 2. Initiating- structure Behavior

Five styles ("end points") for Vroom's Decision Tree Approach to Leadership

1. Decide 2. Delegate 3. consult (individually) 4. consult (group) 5. facilitate

What four leader behaviors identify with the PATH GOAL THEORY?

1. Directive Leadership 2. Supportive Leadership 3. Participative Leadership 4. Achievement- Oriented Leadership

Being independent and unique

Autonomous Leadership

A small number of trusted subordinates which receives special duties/ privileges. They are likely to know more sensitive information and will know about upcoming events before others.

In-Group (LMX Model)

This type of leader behavior clearly defines the leader subordinates roles so that subordinates know what is expected of them. Establishes channels of communication and determines the methods for accomplishing the group's task.

Initiating- Structure Behavior

A leader exhibits this leader behavior when they pay close attention to the work of subordinates. Explains work procedures and is mainly interested in performance.

Job Centered leader behavior

Individual, task, and organizational characteristics that outweigh the leader's ability to affect subordinates' satisfaction and performance. (Think trained or automated subordinates)

Leadership Substitutes

Traits: Intelligence, Dominance, Self-Confidence, Energy, Activity, Task-Relevant Knowledge

Leadership Traits (6)

Another perspective that has been adopted by leadership experts focuses on how leaders are seen through the eyes of followers

Leadership through the eyes of followers

This type of leader consults with subordinates about issues and takes their suggestions into account before making a decision

Participative Leadership (Path-Goal Theory Leader Behavior)

Behaviors intending to ensure the safety and security of the leader and the group

Self-Protective Leadership

Emphasizes team building and creating a sense of common purpose

Team- Orientated Leadership

The conclusions of this research was misleading because the studies did not consider all the important variables.

The Ohio Studies

This theory focuses on the situation and leader behaviors rather than on fixed traits of the leader.

The Path Goal Theory of Leadership

Focuses on stable and identifiable traits that differentiate effective leaders and nonleaders.

Trait Approaches to Leadership

Focuses on the traits or personal characteristics of leaders. Researchers believe that leaders have unique qualities that distinguish them from their peers.

Trait Approaches to Leadership

This approach was abandoned several decades ago

Trait Approaches to Leadership

This leadership focuses on the basic distinction between leading for change and for stability

Transformational Leadership

This approach assumes that the degree to which subordinates should be encouraged to participate in decision making depends on the characteristics of the situation.

Vroom's Decision Tree Approach to Leadership

This leader behavior involves setting: 1. challenging goals 2.expecting subordinates to perform at their highest level 3. showing strong confidence that subordinates will put forth effort and accomplish the goals

Achievement-Orientated Leadership (Path-Goal Theory Leader Behavior)

1940's - began to shift away from the trait approved and started to look at leadership as an observable process or activity.

Behavioral Approaches to Leadership

Determined what behaviors are associated with effective leadership. The researchers assumed that the behaviors of effective leaders differed from the behaviors of less effective leaders.

Behavioral Approaches to Leadership

A form of interpersonal attraction that inspires support and acceptance. Someone with this characteristic allows someone to be more influential on others.

Charisma

A leadership perspective based on the individual characteristic of the leader.

Charismatic Leadership

The ability to inspire, motivate, and promote high performance

Charismatic/ Value- Based Leadership

A leader behavior when the leader is concerned with subordinates feelings and respects their ideas.

Consideration Behavior

Leader Behavior Characteristics: Mutual Trust, Respect, and Two-Way Communication

Consideration Behavior

An endpoint where the manager presents the problem to group members at a meeting, gets their suggestions, and then makes the decision

Consult (Group) - Vroom's Decision Tree Approach to Leadership

An endpoint where the manager presents the program to group members individually, obtains their suggestions, and then makes the decision

Consult (individually) - Vroom's Decision Tree Approach to Leadership

An endpoint where the manager makes the decision alone and then announces or sells it to the group

Decide - Vroom's Decision Tree Approach to Leadership

An endpoint where the manager allows the group to define for itself the exact nature and parameters of the problem and then develop a solution.

Delegate - Vroom's Decision Tree Approach to Leadership

Readiness is high, the leader allows followers to work independently with little or no oversight.

Delegating Style - Degree of Readiness

Michigan State researchers collected and analyzed what?

Descriptions of supervisory behavior to determine how effective supervisors differ from ineffective ones.

This type of leader behavior 1. tells subordinate exactly what is expected of them 2. gives specific guidance of how to accomplish tasks 3. schedules work to be done 4. maintains definitive standards of performance for subordinates

Directive Leadership (Path-Goal Theory Leader Behavior)

A leader that engages in this leader behavior attempts to build effective work groups with high performance goals. High performance is important, but it is achieved by paying attention to the human aspects of the group.

Employee- Centered leader behavior

This situational factor that influences subordinate satisfaction includes: 1. Task Structure 2. The formal authority system 3. The work group

Environmental Characteristics

An endpoint where the manager presents the problem to the group at a meeting, defines the problem and boundaries, and then facilitates group member discussion as members make the decision.

Facilitate - Vroom's Decision Tree Approach to Leadership

Being supportive, considerate, compassionate, and generous

Humane- Orientated Leadership

Leader behavior where the leader's primary concern is efficient completion of the task

Job Centered leader behavior

This theory asks leaders to think of all the persons whom they have worked with and then to selected their least preferred coworker. They describe each person by using a positive and a negative.

LPC Theory

When a leader: 1. selects team members and other new employees 2. Provides general direction 3. Helps train and develop team / skills

Leader as Coaches

This leadership that correlates to contemporary situational theories stresses the importance of variable relationships between supervisors and each subordinate

Leader- Member Exchange Model (LMX)

This model suggests that leaders form unique relationships with their subordinates, creating an "in-group" and an "out-group"

Leader- Member Exchange Model (LMX)

A modern situational approach to leadership that identifies seven levels of leadership. Ranging from boss-centered to subordinated centered leadership.

Leadership Continuum

When a leader is present but attempts to engage in various leadership behaviors that are ineffective by various factors. Limits the leader's ability to "make a difference"

Leadership Neutralizers

Subordinates that receive less of the supervisor's time and attention, assigned mundane tasks, and not in the "loop".

Out-Group (LMX Model)

Moderate to high readiness when the leader allows followers to share in the decision making

Participating Style - Degree of Readiness

Leaders involve others in making decisions

Participative Leadership

The locus of control and perceived ability is what type of situational factor influencing subordinate satisfaction?

Personal Characteristics

Global Leadership and Organizational Behavior Research Project

Project GLOBE

Low to moderate readiness when leaders offer direction and role definition accompanied by explanation and information

Selling Style - Degree of Readiness

This leadership model assumes that appropriate leader behavior varies from one situation to another. They identify key situational factors and specify how they interact to determine appropriate leader behavior.

Situational Approach to Leadership

1. Charismatic/ Value Based Leadership 2. Participative Leadership 3. Autonomous Leadership 4. Team-Orientated Leadership 5. Humane- Orientated Leadership 6. Self-Protective Leadership

Six Leader Behaviors associated with Project GLOBE

This type of leader is friendly and shows concern for the subordinates status, well being, and needs

Supportive Leadership (Path-Goal Theory Leader Behavior)

When readiness is low, leaders provide direction and define roles

Telling Style - Degree of Readiness

A contemporary situational theory that suggests that leader behaviors should vary in response to the readiness of followers

The Hersey and Blanchard Theory

A method of evaluating leadership styles. Overall objective of an organization using the Grid is to train its managers using organizational development techniques.

The Leadership Grid

Train managers for the ideal style of behavior

The Leadership Grid

Research conducted at a university. The goal was to determine the pattern of leadership behaviors that result in effective group performance.

The Michigan Studies

Studied in the late 1940's and early 1950's. Research conducted at a university that was administered in both military and industrial settings to assess perceptions of leaders' behaviors.

The Ohio Studies

This decision making approach is reflected by tree branches with end points of different levels of subordinate participation that the manager should attempt to adoption a given situation.

Vroom's Decision Tree Approach to Leadership