Management Chapter 14

Trait theory

effective leaders posses similar set of traits/characteristics. Traits are abilities, psychological motives,or consistent patterns of behavior. **defines that leaders are different from non-leaders because of their traits to drive, lead, integrity, confidence, emotional-stability, cognitive ability, and knowledge of the business.

What are the 3 different decision styles in Normative Decision Theory?

1. Autocratic (A) Decisions- leaders make decisions themselves. 2.Consultative (B) Decisions- share problems with employees but still make decisions themselves. 3. Group (C) Decisions - Share problems then groups decide.

What are the 4 components to Transformational Leadership?

1. Charismatic Leadership/Idealized Influence - act as role models. Leaders can invest in the long term stock of their company or do line staff functions. 2. Inspirational Motivation - transformal leaders motivate/inspire followers by providing meaning/challenge to tasks. 3. Intellectual Stimulation - encourage followers to be creative/innovative, to question assumptions, look at situations in a different perspective from leaders. Letting employees work on their own creative projects at work. 4. Individualized Consideration - leaders pay special attention to followers' individual needs, differences, and encourages communication and listening.

What are the 4 leadership styles in Goal-Path Theory?

1. Directive- detailed expectations/standards of employees. 2. Supportive- approachable, equal 3. Participative- consulting employees for their input. 4. Achievement-orientated- high expectations/ displaying confidence that employees will assume responsibility.

What are the 2 kinds of Charismatic Leaders?

1. Ethical charismatics 2. Unethical charismatics

What are the 3 major situational approaches to leadership?

1. Fiedler's contingency theory 2. Path-Goal Theory 3. Vroom, Yetton, and Jago normative decision model.

What 3 situational factors make situations favorable?

1. Leader-member relations (most important). how followers respect, trust, and like leaders. 2. Task structure. The degree tasks are specified. 3. Position Power. Degree leaders have to hire, fire, reward, and punish have greater the power.

What are the 3 kinds of subordinate contingencies in Path-Goal Theory?

1. Perceived ability - a high perceived ability with Directive leadership creates dissatisfaction - a low perceived ability with directive leadership creates satisfaction 2. Experience -high experience does not complement directive leadership. 3. Locus of Control. Measures the extent people believe that they have control over what happens to them. -Internals accepts their own choices and actions. prefer participative leadership -Externals believes they are caused by external forces. comfortable with directive leadership.

3 Environment contingencies in Path-Goal Theory

1. Task Structure -unclear tasks= directive -stressful tasks= supportive leadership 2. Formal Authority System -unclear authority= directive leadership reduces uncertainty. 3. Primary Workgroup complex tasks= participative leadership

What are two basic behaviors that are essential to successful leadership?

1. initiating structure (job-centered leadership, concern for production) 2. considerate leader behavior (employee-centered leadership, concern for the people)

What defines Leadership traits from nonleaders?

1. to drive, always making improvements 2. lead, think about ways to influence others 3. integrity, trustworthy with good intentions 4. confidence, decisive and assertive. 5. emotional-stability, even-tempered and consistent 6.cognitive ability, analyze unrelated information to seek new processes 7. and knowledge of the business. experience in the industry ***traits do not guarantee leadership but are a precondition for success.

Charismatic Leadership

Behavioral tendencies/ personal characteristics of leaders that create an exceptionally strong relationship between them and their followers. While - clear vision for future based on values/morals - behaviors are consistent with vision/ values - high expectations - confident in employee's abilities.

Does Path- Goal Theory lead employees to improve satisfaction and performance (Outcomes)?

By adapting different leadership styles.

Is consideration or initiating structure the best leadership style?

Depends on the situation

Transformational Leadership

Generates awareness and acceptance of a group's purpose/mission and gets employees to see beyond their own needs and self-interests for the good of the group. - get their followers to accomplish more than intended OR thought possible.

Task-orientated leadership strives in what kind of situation?

Highly favorable situations -leaders are liked -tasks are structured, leader has total power -their focus on performance sets the goal of the group Even when employees do not like their managers in Unfavorable situations, leaders strive by: - sets goals focuses on performance -overcoming task strucuture

Path-Goal Theory

Leaders can increase subordinate satisfaction/performance by: clarifying and learning the paths to goals, increasing the number and kinds of rewards available for goal attainment. "Leaders need to clarify how followers can achieve organizational goals, take care of problems that prevent followers from achieving goals, and then find more rewards to motivate followers to achieve goals."

Path clearing and rewards allows...

Leaders complement employee behavior not duplicate them.

What is the primary difference between leaders and managers?

Leaders focus on: vision, mission, goals, and objectives. - promoters of change/challenges the status quo - long-term view - expanding employees choices/options - what gets done - inspires employees Managers focus on: productivity and efficiency. - perservers of the status quo -short term perspective - limiting growth - how to get things done -gets day to day tasks accomplished

What does Fiedler assume about Leadership Styles?

Leadership styles are tied to leaders underlying needs/personalities. -since these are typically stable, Fielder assumes leaders cannot change their styles.

How do transformational leaders align employees vision with the organization vision?

Linking individual and organizational interests. Leaders encourage followers to make sacrifices for the organization because they prosper when the organization does.

Relationship-orientated leadership strives in what kind of situation?

Moderately favorable. -leader may be liked somewhat -tasks somewhat structured -leader has some position power

Normative Decision Theory (Vroom, Yetton, Jago model)

Suggests how leaders can determine an appropriate amount of employee participation when making decisions.

Strategic Leadership

The ability to anticipate, envision, maintain, flexibility, think strategically, and work with others to initiate changes that will create a positive future for an organization. -inspires company to change and followers to give extraordinary effort.

How does Fielder measure leadership styles?

The least preferred Coworkers scale

Is transformational leadership better than transactional?

Yes

Initiating Structure

a leader structures the roles of followers by setting goals, giving directions, setting deadlines, assigning tasks. -primarily affects subordinates job performance.

Flexible leadership styles

adapt to all situations but does not work best when relationship and task orientated styles fit best.

Transactional Leadership

based on an exchange process in which followers are rewarded for good performance and punished for poor performance. (hard to determine)

How to increase decision Acceptance?

commitment probability Subordinate conflict commitment requirement ** if one is weak than do not use autocratic decision making.

Visionary Leadership

creates a positive image of the future that motivates organizational members/ provides direction for future planning/ goal setting.

Consideration leader behavior

extent to which a leader is friendly, approachable, supportive, shows concern for employees. -primarily affects subordinates job satisfaction. - behaviors include listening to employees, concerns, treating employees as equals.

Fiedler's Contingency Theory

in order to maximize work group performance, leaders must be matched to the right leadership situation. 1 - does not judge leaders on who they are (trait theory) or what they do (initiate structures) - Examines leaders by the conduct/performance of the people they supervise. 2 - Assumes leaders are generally unable to change their styles and will be more effective when their styles are matched to the situation. 3 - Assumes the favorableness of a situation for a leader depends on the degree to which the situation permits the leader to influence the behavior of group members. "leaders have to be allowed to lead"

Leadership

is the process of influencing others to achieve group or organizational goals.

Path Clearing

leader behavior must be a source of immediate/future satisfaction for followers.

Least Preferred Coworkers scale

leaders choose one person with whom they have worked least well. -Leaders who describe this person in a POSITIVE WAY have relationship-orientated leadership styles. -Leaders who describe this person in a NEGATIVE WAY have task-orientated styles. -Moderate scores infers a FLEXIBLE leadership style.

Ethical Charismatics

leaders who: - have moral standards that emphasize the larger interests of the group, organization, or society. -provide opportunities for followers -open to positive/negative feedback -recognize other's contributions -share information Example: instead of a company laying off a bunch of employees while shutting down a plant, they gave compensation to those affected in the organization.

Unethical Charismatics

leaders who: - have moral standards that put their interests before everyone else's - control/ manipulate followers - want only positive feedback - share only information that benefits them -personal agenda

What 2 conditions must be met to increase followers' motivation and effort?

path clearing and rewards

Situational Favorableness

permits/denies a leader to influence or change behaviors.

How to increase decision quality using problem attributes?

quality "How important is the technical quality of this decision?"- don't use autocratic style leader information "How Important is subordinate commitment to the decision?"- does not have enough, do not use autocratic subordinate information- does not have enough, do not use group decision goal congruence- are different- do not use group problem structure- if unstructured, do not use autocratic

Leadership style

the way a leader generally behaves toward followers, depends on the situation.

What appeals does transformational leadership use?

visionary and inspirational appeals