Chapter 14 MGT

production-oriented behaviors

"interested in getting the work done". Initiating structure is the behavioral dimension of leadership that refers to activities designed to accomplish group goals, including organizing tasks, assigning responsibilities, and establishing performance standards—which is also known as this.

managerial grid

A grid of two leadership behaviors - concern for people and concern for production - which resulted in five different leadership styles

democratic leadership theory

A leader who tended to involve employees in decision making, delegate authority, encourage participation in deciding work methods and goals, and use feedback as an opportunity for coaching employees

self-leadership

A set of processes through which individuals control their own behavior by developing leadership capacity in others and nurturing followers so the no longer need to depend on formal leaders for direction and motivation.

contingency leadership theory

Assume that the appropriate leadership style varies from situation to situation.

Ken Blanchard

Author of the one minute manager. Stated we should try to find more ways to make people feel good about themselves. People who feel good about themselves do good work. He believes if you find someone doing something right give them recognition

role modeling

Basis for imitative behavior

Robert House

Developed the path-goal theory, which states that the manager's job is to help the employee to perform and to ensure that their performance is rewarded.

behavior theories

Development can be described in terms of behaviors learned though interactions with our surroundings.

relationship-oriented leadership

Focused primarily on the well being of subordinates, how they relate to eachother, and the atmosphere in which they work.

participative leader

Known as theory Y managers, this type of leader believes that working is a natural, basic human activity. They believe that if they involve people in the right way, they will succeed

Rensis Likert

Likert scale, 4 systems of decision making styles; exploitative authoritative, benevolent authoritative, consultative, participative

autocratic leadership style

Management style identified with managers who tend to make decisions without soliciting input from subordinates.

cultural influences

Pervasive pressures that encourage members of a particular society or ethnic group to conform to shared behaviors, values, and beliefs.

concern for people

The part of the Managerial Grid that deals with the human aspects of leader behavior

concern for production

The part of the Managerial Grid that deals with the job and task aspects of leader behavior

Ohio state leadership studies

Two orthogonal dimensions of leadership: consideration and initiating structure. opposed to other models which have them on a single continuum.

leader substitues

a characteristic of a subordinate or of a situation or context that acts in place of the influence of a leader and makes leadership unnecessary

servant leadership

a leader who has a strong desire to serve and work for the benefit of others

path-goal theory

a leadership theory that states that leaders can increase subordinate satisfaction and performance by clarifying and clearing the paths to goals and by increasing the number and kinds of rewards available for goal attainment

commitment

a promise or pledge to do something

coercive power

ability of a manager or person to force others to think or behave in certain ways

job-oriented behaviors

activities designed to accomplish group goals, including organizing tasks, assigning responsibilities, and establishing performance standards

middle-of-the-road management

adequate organization performance is possible through balancing the necessity to get out the work with maintaining the morale of people at a satisfactory level.

laissez-faire leadership style

an absence of leadership allowing the group to go its own way without guidance. Allows employees to have complete freedom to make all decisions with little or no direction

authentic leadership

an approach that emphasizes the importance of a positive directive force, particularly in an environment of increasing complexity, change, and uncertainty (foundation if the Sidhu school)

charismatic leader

an enthusiastic, self-confident leader who is able to clearly communicate his or her vision of how good things could be

leader

an individual who is able to exert influence over other people to help achieve group or organizational goals

intellectual simulation

behavior a leader engages in to make followers be aware of problems and view these problems in new ways, consistent with the leader's vision

initiating structure

behavior that managers engage in to ensure that work gets done, subordinates perform their jobs acceptablyy, and the organization is efficient and effective

task-oriented behaviors

behaviors involving structuring the roles of subordinates, providing them with instructions and behaving in ways that will increase the performance of the group

employee-centered behaviors

concern of the leader for the feelings, needs, personal interest, problems, and well being of the followers

French and Raven

developed - legitimate power - reward power - coercive power -expert power and referent power

Robert Blake

developed a managerial grid; advise that effective leadership often requires both a high level of concern for people and a high level of concern for production

Fred Fiedler

developed the contingency theory - considers the personality of the leader and the complexities of the situation

Jane Mouton

developed the managerial grid

authority-compliance

efficiency in operations result from arranging conditions of work in such a way that human elements interfere to a minimum degree

directive leader

establishes expectations for the followers, determines targets to attain, organizes tasks, sets deadlines and schedules, and closely monitors progress.

impoverished management

exertion of minimum effort to get required work done is appropriate to sustain organization membership

university of michigan studies

found that leaders tended to exhibit patterns of behavior that were labeled (task-oriented, relationship-oriented); found relationship-oriented behaviors to be more effective than task-oriented behaviors.

Jay S. Sidhu

founder of the business school at Wilkes

personal power

influence derived from an individual's characteristics

social influence process

leaders influence followers

task-oriented leadership

leaders whose primary concern is to ensure that subordinates perform at a high level

transactional leaders

leadership motivates subordinates by rewarding them for high performance and reprimanding them for low performance

transformational leaders

leadership that makes subordinates aware of the importance of their jobs and performance to the organization and aware of their own needs for personal grwoth and that motivates subordinates to work for the good of the organization

developmental consideration

manager supports and encourages subordinates, giving them opportunities to enhance their skills and capabilities and to grow and excel on the job

power

possession of controlling influence

referent power

power that comes from subordinates' and coworkers' respect, admiration, and loyalty

expert power

power that is based on the special knowledge, skills, and expertise that a leader possesses

achievement-oriented leader

primarily concerned with motivating people by setting challenging goals, coaching subordinates to perform at the highest level, and rewarding those who meet or exceed their targets

compliance

readiness to yield; conformity in fulfilling requirements

supportive behaviors

similar to consideration and include expressing concern for subordinates and looking out for their best interests

Paul Hersey

situational leadership theory

manager

someone who controls resources and expenditures

personal leadership style

specific ways in which a manager chooses to influence other people- shapes how that manager approaches planning, organizing, and controlling

effective leadership

the ability of a leader to get high performance from his or her subordinates.

reward power

the ability of a manager to give or withhold tangible and intangible rewards

emotional intelligence

the ability to perceive, understand, manage, and use emotions

position power

the amount of legitimate, reward, and coercive power that a leader has by virtue of his or her position in an organization; a determinant of how favorable a situation is for leading

consideration

the behavioral dimension of leadership involving the concern that the leader has for the feelings, needs, personal interest, problems, and well-being of followers

empowerment

the expansion of employees' knowledge, tasks, and decision-making responsibilities

leader-member relationships

the extent to which followers like, trust, and are loyal to their leader; a determinant of how favorable a situation is for leading

task structure

the extent to which the work to be performed in clear-cut so that a leader's subordinates know what needs to be accomplished and how to go about doing it

gender and leadership

the number of women managers is rising but is still relatively low in the top levels of management; women: supportive and concerned with interpersonal relations men: task-focused

management

the planning, organizing, leading, and controlling of human and other resources to achieve organizational goals efficiently and effectively

managership

the position of manager

authority

the power or right to give orders or make decisions

leadership

the process by which an individual exerts influence over other people and inspires, motivates, and directs their activities to help acheive group or organizational goals

situational context

the social or environmental setting of a person's behavior

expectancy theory of motivation

the theory that motivation will be high when workers believe that high levels of effort lead to high performance and high performance leads to attainment of desired outcomes

trait theories

theories that endeavor to describe the characteristics that make up human personality in an effort to predict future behavior

situational theories

theories that propose leadership effectiveness is dependent on the situation

michigan leadership studies

these studies defined job centered and employee centered leadership as opposite ends of a single leadership continuum

country club management

thoughtful attention to the needs of people to satisfy relationships leads to a comfortable, friendly organization atmosphere and work tempo; more about people rather than production

contingency models of leadership

whether or not a manager is an effective leader is the result of the interplay between what the manager is like, what he or she does, and the situation in which leadership takes place

team management

work accomplishment is from committed people; interdependence through a "common stake" in organizaiton purpose leads to relations of trust and respect.