Chapter 11

Vroom's Decision Tree Approach Basic Assumptions

-Subordinates participation in decision making depends on the characteristics of the situation. -No one decision-making process is best for all situations.

Substitues for Leadership

A concept that identifies situations in which leader behavior is neutralized or replaced by characteristics of subordinates, the task, and the organization

Using the decision tree approach

After evaluating a problem's attributes, a leader can choose a decision path on one of two decision trees that determines the decision style and specifies the amount of employee participation. -Decision significance. -Decision timeliness

Charisma

An interpersonal attraction that inspires support and acceptance, is an individual characteristic of a leader.

Situational Approaches to leaderships: Assumptions

Appropriate leader behavior varies from one situation to another. Situational factors that determine appropriate leader behavior can be identified.

Least Preferred Coworker Measure

Asks leaders to describe the person with whom they are least able to work well. High scale scores indicates positive qualities - a relationship orientation. Low scale scores indicates negative qualities - a task orientation.

Leadership Traits Approach

Assumed that a basic set of personal traits that differentiated leaders from nonreaders could be used to identify and predict who would become leaders. Could not establish empirical relationships between traits and persons regarded as leaders.

Leadership Behaviors Approach

Assumed the effective leaders somehow behaved differently from ineffective leaders. Was intended to develop a fuller understanding of leadership behaviors.

Path-goal theory

Assumes that the primary leader functions are: -To make valued or desired rewards available in the workplace. -To clarify for the subordinate the kinds of behavior that will lead to goal accomplishment or rewards.

Supportive

Being friendly and approachable, having concern for subordinate welfare, and treated subordinates as equals.

Participative

Consulting with subordinates, soliciting suggestions, and allowing participation in decision making.

Decision Style and Subordinate Participation

Decide Consult (individually) Consult (group) Facilitate Delegate

Strategic leadership

Depends on top management's capabilities: -To understand the complexities of both the organization and its environment -To lead change in the organization in order to achieve and maintain a superior alignment between the organization and its environment

Path-Goal Theory Leader Behaviors

Directive Supportive Participative Achievement -oriented

Charismatic leaders must be able to:

Envision the future, set high expectations, and model behaviors consistent with those expectations. Energize others through a demonstration of excitement, personal confidence, and patterns of success. Enable others by supporting them, by empathizing with them, and by expressing confidence in them.

Emerging approaches to leadership

Ethical leadership Cross-cultural leadership Strategic leadership

Transformational Leadership

Goes beyond ordinary expectations by: -transmitting a sense of mission -stimulating learning -inspiring new ways of thinking.

Common Political Behaviors

Inducement Creation of an obligation Impression management Coercion Persuasion

Two leadership styles: Ohio State Studies

Initiating-structure behavior. Consideration Behavior

Ethical Leadership

Involves providing a strong corporate governance model to the organization that reflects the high ethical standards of its leaders. Requires holding those who lead the organization accountable for their actions and the consequences of their actions.

The two forms of leader behavior: Michigan Studies

Job-centered Behavior Employee Centered Behavior

Managing Political Power

Know that even if actions are not politically motivated, others may assume that they are. Stop subordinates from engaging in political behavior by providing them with autonomy, responsibility, challenge, and feedback. Avoid using power to avoid charges of political motivation. Get disagreements and conflicts out in the open so that subordinates have less opportunity to engage in political behavior. Avoid covert behaviors that give the impression of political intent even if non exists.

Least Preferred Coworker Contingency Variables

Leader-member relations Task structure. Position power.

Vertical Dyads

Leaders form unique independent relationships with each subordinate (dyad) in which the subordinate becomes a member of the leader's out-group or in-group.

Situational Theories of Leadership:

Least Preferred coworker theory Path-goal theory. Decision Tree approach. Leader-member exchange approach.

Types of power

Legitimate Power Reward Power Coercive Power Referent Power Expert power

Directive

Letting subordinates know what is expected of them, giving guidance and direction, and scheduling work.

Decision Style and Subordinate Participation: Delegate

Manager allows the group to define for itself the exact nature and parameters of the problem and then develop a solution.

Decision Style and Subordinate Participation: Decide

Manager makes decision alone and then announces or "sells" it to the group.

Decision Style and Subordinate Participation: Consult (group)

Manager presents problem to group at a meeting, gets their suggestions, then makes the decision.

Decision Style and Subordinate Participation: Consult (individually)

Manager presents program to group members individually, obtains their suggestions, then makes the decision.

Decision Style and Subordinate Participation: Facilitate

Manager presents the problem to the group, defines the problem and its boundaries, and then facilitates group member discussion as they make the decision.

Employee-centered behavior

Managers who focus on the development of cohesive work groups and employee satisfaction.

Job-centered behavior

Managers who pay close attention to subordinates' work, explain work procedures, and are keenly interested in performance.

Vroom's Decision Tree Approach

Model attempts to prescribe a leadership style appropriate to a given situation.

Charismatics

More successful than non charismatic persons. Are self-confident leaders. Have a firm conviction in their beliefs and ideals. Possess a strong need to influence people.

Leaders

People who can influence behaviors of others without having to rely on force. Accepted as by others

Expert power

Power derived from the possession of information or expertise.

Achievement-oriented

Setting challenging goals, expecting subordinates to perform at high levels, encouraging and showing confidence in subordinates.

The Leader-Member Exchange (LMX) Approach

Stresses the importance of variable relationships between supervisors and each of their subordinates. Vertical Dyads.

Power

The ability to affect the behavior of others .

Politcal Behavior

The activities carried out for the specific purpose of acquiring, developing, and using power and other resources to obtain one's preferred outcomes.

Least-Preferred Coworker Theory: Assumptions

The appropriate style of leadership varies with situational favorableness (from leader's viewpoint). Leadership styles are fixed so the situation must be changed to fit the leader's style.

Coercive Power

The capability to force compliance by means of psychological, emotional, or physical threat.

Cross-Cultural Leadership

The capability to provide purpose and direction that encompasses both international and diversity-based cultural differences in the organization.

Task structure

The degree to which the group's task is defined

Decision Significance

The impact of the decision on the organization. Subordinates are involved when decision significance is high.

Initiating structure behavior

The leader defines leader-subordinate role expect ions, formalizes communications, and sets working agenda.

Consideration Behavior

The leader shows concern for subordinates and attempts to establish a friendly and supportive climate.

Leader-member relations

The nature of the relationship between the leader and the work group.

Referent power

The personal power that accrues to someone based on identification, imitation, loyalty, or charisma.

Reward power

The power to give or withhold rewards

Position Power

The power vested in the leader's position.

Property: who leaders are

The set of characteristics attributed to individuals perceived to be leaders .

Decision Timeliness

The time pressure for making a decision mayy preclude involving subordinates.

Keys to successful leadership

Trusting in subordinates Keeping cool Being an expert Simplifying things Inviting dissent Encouraging risk Developing a vision.

Process: what leaders actually do

Use non coercive influence to shape the group's or organization's goals. Motivate others' behavior toward goals. Help to define organizational culture.

Legitimate power

power granted through the organizational hierarchy