Ch 11 - Traditional Leadership Approaches (EXAM 2)

Premises of Vroom's Decision Tree

(1) situational characteristics determine the degree to which subordinates should be encourages to participate in decision making, (2) managers can choose between two decision trees, (3) managers can adopt the endpoint decision styles

Situational Models

Assume that appropriate leader behavior varies from one situation to another situation Seek to identify how key situational factors interact to determine appropriate leader behavior

Trait Approaches to Leadership

Attempted to identify stable and enduring character traits that differentiated effective leaders from non-leaders focusing on (1) identifying leadership traits, (2) developing methods for measuring leadership traits, and (3) using methods to select leaders

Vroom's Decision Tree Approach

Attempts to prescribe how much participation subordinates should be allowed in making decisions

Endpoint Decision Styles for Managers

Decide: manager makes decision alone or "sells" it to group Delegate: manager allows group to define exact nature and parameters of problem and then develop a solution Consult (Individually): presents program to group members individually, obtains suggestions, then makes decision Consult (Group): manager presents problem to group at meeting, gets their suggestions, then makes decision Facilitate: manager presents problem to group at meeting, defines problem and boundaries, then facilitates group discussion as members make the decision

The Michigan Studies

Defined job-centered and employee-centered leadership as opposite ends of a single leadership dimension

Types of Leader Path-Goal Behaviors

Directive - leader lets subordinates know what is expected of them, gives specific guidance, schedules work to be done, and maintains definitive standards of performance Supportive - friendly and shows concern for subordinates' status, wellbeing, and needs Participative - leader consults with subordinates' about issues and takes their suggestions into account before making a decision Achievement-oriented - setting challenging goals, expecting high-performance, and showing strong confidence in subordinates to put forth effort and accomplish goals

Current limited set of leadership traits

Emotional intelligence, drive, motivation, honesty and integrity, self-confidence, cognitive ability, knowledge of the business, charisma

T/F: Management and leadership are the same

FALSE

Kotter's Distinctions b/w Management and Leadership: Executing Plans

Management: Controlling and Problem Solving Leadership: Motivating and Inspiring

Kotter's Distinctions b/w Management and Leadership: Developing a Human Network

Management: Organizing and Staffing Leadership: Aligning People

Kotter's Distinctions b/w Management and Leadership: Creating an Agenda

Management: Planning and Budgeting Leadership: Establishing Direction

Kotter's Distinctions b/w Management and Leadership: Outcomes

Management: Produces a degree of predictability and order, has the potential to consistently produce major results Leadership: Produces change (often to a dramatic degree) and has potential to produce extremely useful change

Situational Factors Affecting the Leader Behavior Choice

Personal Characteristics of Subordinates: locus of control (high = need for participative leader, low = need for directive leader) and perceived ability (low ability = need for directive leader) Characteristics of the Environment: task structure, the formal authority system, and the primary work group

The Leadership Grid

Provides a means for evaluating leadership styles and then training managers to move toward an ideal style of behavior 9,9 is the ideal leader horizontal axis represent concern for production and vertical axis represent concern for people

Least-preferred Coworker (LPC)

Scale presumed to measure a leader's motivation

The Path-Goal Theory of Leadership

Suggests that effective leaders clarify the paths (behaviors) that will lead to desired rewards (goals) Focuses on the situation and leader behaviors in suggesting that leaders can readily adapt to different situations

Decision Tree Choices

Time-driven decision: must be made on a timely basis Development-driven decision: can be used to improve/develop subordinates' decision making skills

Behavioral Approach to Leadership

Tried to identify behaviors that differentiated effective leaders from non-leaders (Michigan Studies, Ohio State Studies, & leadership grid)

Influence

common element of leadership as a process and meaning; the ability to affect the perceptions, beliefs, attitudes, motivation, and/or behaviors of others

The Ohio State Studies

defined leader consideration and initiating-structure behaviors as independent dimensions of leadership

Michigan Study: employee-centered leader behavior

involves attempting to build effective work groups with high performance goals, more likely to result in effective group performance than was job-centered leader behavior

Ohio State Study: consideration behavior

involves being concerned with subordinates' feelings and respecting subordinates' ideas, leader-subordinate behavior characterized by mutual trust, respect, and two-way communication

Ohio State Study: initiating-structure behavior

involves clearly defining the leadership-subordinate roles so that subordinates know what is expected of them, leader establishes channels of communication and determines methods for accomplishing the group's task

Michigan Study: job-centered leadership behavior

involves paying close attention to the work of subordinates, explaining work procedures, and demonstrating a strong interest in performance

Situational Favorableness (most to least important)

leader-member relations, task structure, and leader position power

Organizations need both __________________ & ____________________ if they are to be affective

management, leadership

The Leadership Continuum Model

model of Robert Tannenbaum and Warren H. Schmidt that underlies research in this field; use of authority by manager to area of freedom for subordinates

Task structure

routine, simple, easily understood, and ambiguous

LPC Theory of Leadership

suggests that a leader's effectiveness depends on the situation; "least-preferred coworker" assumes a task or relationship focus for leaders: high LPC leaders are more concerned with interpersonal relationships and low LPC leaders are more concerned with task relevant problems posits that situational favorableness factors determine proper leadership focus (leader-member relations, task structure, and leader position power)

Leader-member relations

the personal relationship that exists between subordinates and their leader

Leader position power

the power inherent in the leader's role itself

Leadership (as a property)

the set of characteristics attributed to those who are perceived to use such influence successfully

Leadership (as a process)

the use of noncoercive influence to direct and coordinate the activities of group members to meet a goal