Ch. 14- Leadership: Styles and Behaviors

-substitutes for leadership model -varieties? (2)

-certain characteristics of the situation can constrain the influence of the leader on employees -1. substitutes = reduce importance of leader while simultaneously providing its own source of motivation and job satisfaction -2. neutralizers = reduce importance of leader only, no beneficial impact on performance

R4

-delegating -low initiating, low consideration -leader turns over key responsibility to employees

role making

-employee's own expectations for the dyad get mixed in with those of the leader -free-flowing exchange: leader offers opportunities and resources, employee offers activities and effort

R1

-employees working together for the first time -leader does telling -high initiating, low consideration

individualized consideration

-followers achieve their potential through coaching, development, and mentoring from leader -treat employees as unique individuals w/ specific needs

time-driven model of leadership

-guide to choosing with decision making style to use -it's all about what the situation calls for -uses 7 factors

R2

-in the middle of the work, realized it's harder than what they anticipated -selling -high initiating, high consideration

transformational -what gets transformed?

-inspiring followers to commit to a shared vision that provides meaning to their work -the way the followers view their work is what gets transformed -focus on collective good more than self -most accepted cross-culturally

initiating structure

-leader defines and structures the roles of employees in pursuit of goal attainment -behaviors: initiation, organization, production -more task oriented

role taking phase

-leader tries to get a feel for the employee's talents and motivation levels -can be supplemented by role making

consideration

-leaders create job relationships characterized by mutual trust, respect for employee ideas, and consideration of employee feelings -behaviors: membership, integration, communication, recognition, representation -more likely to treat their employees as equals -more employee oriented

Laissez-Faire

-least effective -avoidance of leadership all together, hands off

how does transformational leadership correlate w/ JP and OC?

-moderate w/ JP -strongly w/ OC

transactional and types (3)

-moderately effective -leader rewards or disciplines the follower depending on their performance 1. passive management by exception: leader waits around for a mistake to happen and then fixes it 2. active management by exception: leader monitors mistakes actively and takes action to fix it as needed 3. contingent reward: leaders gets followers' agreement on what needs to be done by promising them rewards upon completion of adequate task performance -most effective transactional approach

leader-member exchange theory

-new leader-member relationships are typically marked by a role taking phase, where the manager describes role expectations to the employee and the employee attempts to fulfill those expectations with their job behaviors -relationship develops on a dyadic basis

which decision making style is most effective?

-no one is more effective than another -BUT, allowing employees to participate more increases their job satisfaction

which styles are overused/ underused?

-overused: consultative -underused: autocratic and facilitative

idealized influence

-people want to be associated/identify with and emulate you - = charisma

autocratic decisions

-reserved for decisions that are 1) insignificant or 2) employee commitment is unimportant -should not be used unless the leader is an expert in the area

delegative decisions

-reserved for decisions when 1) employees have strong teamwork skills and 2) aren't likely to commit blindly to whatever decision the leader provides

types of leadership approaches to motivating employees (5)

1. Laissez- Faire (1) 2. Transactional (3) 3. Transformational (5)

leader decision-making styles (4): - list from most leader control to most follower control

1. autocratic -leader makes decision alone 2. consultative -leader consults to certain employees but ultimately still makes decision 3. facilitative -presents problem to group and seeks consultation. leader's opinion equally weighted w/ everyone else's 4. delegative -gives group of employees responsibility for making decision and plays no role unless asked.

7 factors of time-driven model of leadership

1. decision significance 2. importance of commitment 3. likelihood of commitment 4. shared objectives 5. employee expertise 6. teamwork skills

leader-member exchange theory results in 2 types of exchanges that form 2 types of groups

1. high quality exchanges = ingroup 2. low quality exchanges = outgroup *those with personalities more like the leader have increased chance of being in ingroup

four dimensions of transformational leadership (the four I's)

1. idealized influence 2. inspirational motivation 3. intellectual stimulation 4. individualized consideration

two dimensions of what leaders spend their time doing

1. initiating structure 2. consideration

leader emergence vs. leader effectiveness

1. leader emergence- who becomes a leader in the first place 2. leader effectiveness- how well people actually do in a leadership role

approaches to employee-centered measures of leader effectiveness

1. unit-focused: have everyone take the same survey and average the results 2. dyad-focused approach: have everyone take a survey in reference to their particular relationship w/ the leader. not averaged.

how often do managers choose the style that the model recommends?

40%

intellectual stimulation

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

what brings about a want for charismatic leaders?

crisis, stress, turbulence

readiness

degree to which employees have the ability and the willingness to accomplish their specific tasks

inspirational motivation

foster an enthusiasm for and commitment to a shared vision of the future

what primarily causes charisma?

genetics

traits linked to leader emergence

high conscientiousness and low agreeableness

traits linked to both leader emergence and effectiveness

openness to experience, extraversion, cognitive ability, high energy, stress tolerance, self-confidence, neuroticism

life cycle theory of leadership

optimal combination of initiating structure and consideration depends on the readiness of the employees

R3

working is going well, but they still need support and collaboration from leader -participating -low initiating, high consideration