Ch. 14- Leadership: Styles and Behavior (MGT 300 E3)

7 factors of the time driven model of leadership

1. Decision Significance 2. Importance of Commitment 3. Leader Expertise 4. Likelihood of Commitment 5. Shared Objectives 6. Employee Expertise 7. Teamwork Skills

What are the 2 types of leader dyads?

1. High quality exchange dyad (In-groups) 2. Low quality exchange dyad (Out-groups)

2 limitations of trait/characteristic leadership

1. Many trait leadership correlations are weak in magnitude, especially when leader effectiveness serves as the outcome. 2. Focus on leader traits holds less practical relevance than a focus on leader actions

Substitutes for leadership model

A model that suggests that characteristics of the situations can constrain the influence of the leader, which makes it more difficult for the leader to influence employee performance

Time driven model of leadership

A model that suggests that seven factors, including the importance of the decision, the expertise of the leader, and the competence of the followers, combine to make some decision-making styles more effective than others in a given situation.

Representation

Action behalf of group, defend group, advance interest

Unit focused approach

Asks all members of a unit to fill out a survey, then the average the responses to get a measure of leader effectiveness.

Dyad focused approach

Asks members of a unit to fill out survey items in reference to their relationship with the leader.

According to the time-driven model of leadership, _____ styles should be used for decisions for which employee commitment is unimportant.

Autocratic

Which decision making style describes employees possibly having the task of providing the manager with information to a potential solution, but they do not know what the decision needed to be made, just that information is needed.

Autocratic style

Inspirational motivation

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

In-Groups

Characterized by high levels of mutual trust, respect, and obligation.

Out-groups

Characterized by lower levels of trust, respect, and obligation

Which two decision making styles have more employee involvement?

Consultative and facilitative style

With this decision making style, employees do "have a say", but the ultimate authority rests with the leader

Consultative style

This is known as the more active and effective brand of transactional leadership

Contingent reward

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

Contingent reward leadership

Organization

Defining and structuring work, clarifying leaders member roles, coordinating member tasks

With this decision making style, the leader has no role in deliberations unless asked, but they do offer encouragement. They also provide resources.

Delegative style

Under the dyad focused approach, what does differences across people indicate?

Differentiation into "in-groups" and "out-groups" within the unit

Shared objectives

Do employees share and support the same objectives, or do they have an agenda of their own?

Employee expertise

Do the employees have significant knowledge or expertise regarding the problem?

Teamwork skill

Do the employees have the ability to work together to solve the problem, or will they struggle with conflicts or inefficiencies?

What is the most important part of leader decision making style?

Does the leader decide most things for themselves, or do they let others help with the process?

Leader expertise

Does the leader have significant knowledge or expertise regarding the problem?

Traits are more predictive of leader ____ than leader ____.

Emergence, effectiveness

Cohesion

Employees ability to work together effectively and maintain close bonds in getting along

Integration

Encouraging pleasant atmosphere, reduce conflict, promote individual adjustment

Recognition

Expressing approval/disapproval of behaviors of employees

With a(n) _____ style, 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

With this decision making style, the leader is more of a facilitator than a decision maker, and the ultimate authority changes

Facilitative style

T/F: Defining and structuring work, clarifying leader versus member roles, and coordinating employee tasks are part of a leader's consideration behavior.

False

T/F: Leader emergence is defined as the degree to which the leader's actions result in the achievement of the unit's goals; the continued commitment of the unit's employees; and the development of mutual trust, respect, and obligation in leader-member dyads.

False

T/F: Transactional leadership is viewed as a more motivational approach to leadership than other managerial approaches.

False

T/F: Leader decision making styles does not depend on follower readiness.

False, it DOES

T/F: Prior experience does not equal training and expertise

False, it DOES

T/F: There is quite a bit known about transformational leadership and counterproductive behavior

False, not much is known

T/F: Under the dyad focused approach, responses are averaged across the group.

False, responses are NOT averaged

Formalization

Fear of a new person/task lowering leader importance

Communication

Give info to employees, seek info from them, show awareness that affects them

Which of the following is true regarding prediction of leadership effectiveness using traits? Focus on leader traits holds more practical relevance than focus on leader actions. Traits are more predictive of leadership effectiveness than leader emergence. Traits have no correlation with leadership, especially when leader effectiveness serves as the outcome. High conscientiousness is a trait that has been found to be correlated to leader emergence. Traits have a greater effect on leader effectiveness than leader behavior.

High conscientiousness is a trait that has been found to be correlated to leader emergence

Employees with transformational leaders tend to have what?

High levels of task performance

Likelihood of commitment

How likely is it that employees will trust the leader's decision and commit to it?

Employees who are more competent, likeable, and similar to the leader in personality are more likely to end up where?

In the leaders in-group

_____ involves behaving in ways that challenge followers to be innovative and creative by questioning assumptions and reframing old situations in new ways.

Intellectual stimulation

Importance of commitment

Is it important that employees "buy in" to the decision?

Decision significance

Is the decision significant to the success of the project or the organization?

This term is known as the "hands off" approach.

Laissez faire leadership

Which 3 types of leadership are not effective?

Laissez faire, transactional leadership, and passive management by exception

Which theory best describes a manager getting a feel for talent and motivation levels of their employees?

Leader member exchange theory

Which theory can explain why differences exist?

Leader member exchange theory

R1 Telling

Leader provides specific instructions and closely supervise performance attention to followers.

R4 Delegating

Leader turns responsibility over to employees; observation and monitoring

Low quality exchange dyad

Marked by more limited exchange of info, influence, latitude, support, and attention.

R2 Selling

Members start to work together; eagerness goes to dissatisfaction, and the leader supports and encourages to protect employee confidence

Membership

Mixing with employees, stressing informal interactions, and exchanging personal services

Transformational leadership has a __________ __________ effect on performance.

Moderate positive

Leader in-groups have greater _________, __________, and higher ________.

Mutual trust, respect, and felt obligation

Meaning making process

Negative features of status quo emphasized while positive features are highlighted

Task stability, formalization, inflexibility, and spacial distance are all examples of what?

Neutralizer

The leader member exchange theory argues:

New leader-member relationships are marked by role taking phase.

Neutralizer

Only reduce importance of leader; they themselves have no beneficial impact on performance

R3 Participating

Optimal combo of leader behaviors

With _____, the leader waits around for mistakes and errors, then takes corrective action as necessary.

Passive management by exception

Role making

Period during which employee's own expectations for dyad get mixed into with those of the leader

Role taking phase

Phase in which a manager describes role expectations to an employee and the employee attempts to fulfill those expectations with his or her job behaviors

This readiness snapshot is characterized by employees who are eager but inexperienced, have high initiating structure and low consideration

R1 Telling

This readiness snapshot is characterized as being "on board", tasks seen harder than expected, and both initiating structure and consideration are high

R2 Selling

This readiness snapshot is characterized by employees that begin to work well together, have low initiating structure, and high consideration

R3 Participating

This readiness snapshot is characterized by members firing on all cylinders, and both initiating structure and consideration are low.

R4 Delegating

This term is marked by a free-flowing exchange in which the leader offers more opportunities and resources, and the employee contributes more activities and effort.

Role making

Charisma

Sense among followers that leader possesses extraordinary qualities; "divinely inspired gift"

Which of the following behaviors is classified as an initiating structure behavior? Mixing with employees, stressing informal interactions, and exchanging personal services Expressing approval or disapproval of the behaviors of employees Setting goals and providing incentives for the effort and productivity of employees Acting on behalf of the group, defending the group, and advancing the interests of the group Encouraging a pleasant atmosphere, reducing conflict, and promoting individual adjustment to the group

Setting goals and providing incentives for the effort and productivity of employees

Production

Settling goals and providing incentives for effort and productivity of employees

Not being present during a shift neutralizes leadership due to what?

Spatial distance

Which of the following represents the correlation between organizational commitment and transformational leadership?

Strong positive

Transformational leadership has a ________ ___________ effect on commitment. There is high ___________ and ___________ commitment.

Strong positive; affective and normative

Professionalism, staff support, group cohesion, and intrinsic satisfaction are all examples of what?

Substitutes

Which leader behavior is most appropriate for a group of employees who are working together for the first time and are eager to begin but lack the experience and confidence needed to perform their roles?

Telling

Leader effectiveness (long definition)

The degree to which the leader's actions result in achievement of goals, commitment of employees, and development of quality leader-member dyads

Of all leadership variables, _____ leadership has the strongest and most beneficial effects.

Transformational

T/F Transformational leaders are more likely to engage in citizenship behavior

True

T/F: Factors that play into in/out groups have MORE impact than age, gender, or racial similarity.

True

T/F: Leaders who are high on initiating structure play a more active role in directing group activities and prioritize planning.

True

T/F: Substitutes reduce the importance of the leader while simultaneously providing a direct benefit to employee performance.

True

T/F: There is no effect on transformational leadership and continuance commitment

True

T/F: There is no generalizable profile or effective leaders from a trait perspective.

True

T/F: With laissez faire, if important actions get delayed, and responsibility gets ignored, power and influence will go unutilized

True

Life cycle theory of leadership

argues that the optimal combination of initiating structure and consideration depends on the readiness of the employees in the work unit. Also suggests that readiness varies across employees and can be expressed in 4 important snapshots: R1-R4.

Laissez faire leadership

avoidance of leadership altogether

Intellectual stimulation

behaving in ways that challenge followers to be innovative and creative by questioning assumptions and reframing old situations in new ways

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

Individualized consideration

behaving in ways that help followers achieve their potential through coaching, development, and mentoring

Leader member exchange theory

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

Leader effectiveness (short definition)

how well people actually do in a leadership role

Day to day leadership behaviors

initiating structure and consideration

Transformational 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

Contingent reward

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

High quality exchange dyad

marked by the frequent exchange of information, influence, latitude, support, and attention

Transactional leadership

occurs when the leader rewards or disciplines the follower depending on the adequacy of the follower's performance

Initiation

originating, facilitating, and sometimes resisting new ideas and practices

Substitutes

reduce the importance of the leader while simultaneously providing a direct benefit to employee performance

Initiating structure

reflects the extent to which the leader defines and structures the roles of employees in pursuit of goal attainment

Consideration

the extent to which a person's job relationships are characterized by mutual trust, respect for employees' ideas, and regard for their feelings

Active management by exception

the leader arranges to monitor mistakes and errors actively and again takes corrective action when required

Delegative style

the leader gives an individual employee or a group of employees the responsibility for making the decision within some set of specified boundary conditions

Autocratic style

the leader makes the decision alone without asking for the opinions or suggestions of the employees in the work unit

Facilitative style

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

Consultative style

the leader presents the problem to individual employees or a group of employees, asking for their opinions and suggestions before ultimately making the decision him- or herself

Passive management by exception

the leader waits around for mistakes and errors, then takes corrective action as needed

Leadership

the use of power and influence to direct the activities of followers toward goal achievement

Leader emergence

who becomes a leader in the first place