Chapter 14

Selling

(high initiating structure, high consideration) — the leader supplements his or her directing with support and encouragement to protect the confidence levels of the employees

telling

(high initiating structure, low consideration) - The leader provides specific instructions and closely supervises performance.

participating

(low initiating structure, high consideration) - The leader shares ideas and tries to help the group conduct its affairs.

Delegating

(low initiating structure, low consideration) - The leader turns responsibility for key behaviors over to the employees.

Leader-Member Exchange Theory

A theory describing how leader-member relationships develop over time on a dyadic basis Role Taking Phase Role Making Phase

Substitutes for the Leadership Model

Characteristics of the situations can constrain the influence of the leader, making it more difficult for the leader to influence employee performance.

Not possible to identify _____ ________ based on physical traits, personality, or ability

Effective leaders Possible, however, to identify traits associated with leadership emergence (that is, who becomes a leader in the first place)

What characteristics are linked to emergence and effectiveness?

High openness to experience High extraversion High general cognitive ability High energy level High stress tolerance High self-confidence

What are the four dimensions of transformational leadership called the "four I's"

Idealized Influence Inspirational Motivation Intellectual Stimulation Individual Consideration

Out-Group

In contrast, team members who have somehow proven untrustworthy or unskilled are placed into the Out-Group. •They aren't rewarded with the same opportunities and often have less access to the leader.

Two broad dimensions encompass day-to-day leadership behaviors:

Initiating structure Consideration

Leadership Training

Organizations spend more than $150 billion on employee learning and development, and much of it is devoted to management and supervisory training. •Can be specific, such methods for conducting performance evaluations •Can focus on leader behaviors such as initiating structure and consideration Research shows that training programs focused on transformational leadership have been effective in increasing performance and organizational commitment of employees.

Behavioral Approach Ohio State Studies

Researchers believed that initiating structure and consideration behavior were two different dimensions

Scientific support of the Time-Driven Model of Leadership

Scientific support •In one study, following the model resulted in effective decisions 68% of the time. •Not following the model resulted in effective decisions 22% of the time.

How do the leader decision-making styles vary

These styles vary in how much control is retained by the leader and how much control is given to the followers.

Role Taking Phase

a manager describes role expectations to an employee and the employee attempts to fulfill those expectations with his or her job behaviors •phase involves leader providing employee with job expectations and the follower tries to meet those expectations.

laissez-faire leadership

avoidance of leadership altogether

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

Decision-making styles capture _____ a leader decides as opposed to _____ a leader decides.

how;what

Intellectual Stimulation

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

Inspirational Motivation

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

individualized consideration

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

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

Transformational leadership has a _________ _______ effect on job performance

moderate positive

life cycle theory of leadership

optimal combination of initiating structure and consideration depends on the readiness of the employees in the work unit •Also called the situational model of leadership

Substitutes

reduce the importance of the leader while providing a benefit to employee performance. •For example, a cohesive work group that provides its own governing behaviors, motivation, and job satisfaction

Neutralizers

reduce the importance of the leader without improving employee performance in any way. •For example, spatial distance

Consideration

reflects the extent to which leaders create job relationships characterized by mutual trust, respect for employee ideas, and consideration of employee feelings

Initiating structure

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

Contingent reward

represents a more active and effective brand of transactional leadership, in which the leader attains follower agreement on what needs to be done using promised or actual rewards in exchange for adequate performance

Transformational leadership has a ______ ________ effect on organizational committment

strong positive

time-driven model of leadership

suggests that the focus should shift away from autocratic, consultative, facilitative, and delegative leaders to autocratic, consultative, facilitative, and delegative situations

Readiness

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

Leader Effectiveness

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

Role making phase

the employee's own expectations for the dyad get mixed in with those of the leader involves exchange of opportunities and resources based on follower voicing expectations for the relationship.

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 necessary

A leader's decision-making style reflects

the process the leader uses to generate and choose from a set of alternatives to solve a problem.

Leadership

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

In-Group

this is the group of team members that the leader trusts most. •In the leader's eyes, they've proven themselves as skilled and competent. •They're rewarded with things like promotions, learning opportunities, challenging and intellectually-stimulating assignments, and more exposure and one-on-one time with the leader.

Leaders' instincts usually _________ the Time-Driven Model of Leadership

violate •Leaders overuse consultative styles and underutilize autocratic and facilitative.

Transactional leadership

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

Leader Emergence

who becomes a leader in the first place

Performance Readiness

•Ability and willingness to take responsibility for directing one's behavior at work

Under the Time-Driven Model of Leadership, Seven factors combine to make some decision-making styles more effective than others:

•Decision significance •Importance of commitment •Leader expertise •Likelihood of commitment •Shared objectives •Employee expertise •Teamwork skills

How does transformational leadership affect job performance?

•Higher levels of task performance •Higher levels of citizenship behaviors •Higher levels of motivation and empowerment •Set more demanding work goals

Leaders engage in about 1,800 behaviors in 8 categories:

•Initiation •Organization •Production •Membership •Integration •Communication •Recognition •Representation

Several measures to judge leader effectiveness:

•Objective evaluations of unit performance •Focus on followers, such as absenteeism, retention of talented employees, etc. •Employee surveys on perceived performance of the leader

Hersey and Blanchard's Situational Theory

•R1 - Represents insecure people who are neither willing nor able to take responsibility for guiding their own work •R2 - Represents people who are confident and are willing but not able to take responsibility for guiding their own work •R3 - Represents people who are insecure and are able but not willing to take responsibility for guiding their own work •R4 - Represents people who are confident and willing and able to take responsibility for guiding their own work

How does transformational leadership affect organizational committment?

•Stronger emotional bond with the organization •Stronger sense of obligation to remain engaged in the work •Have higher levels of job satisfaction •Feel more optimism and less frustration