MGMT 363 Ch. 14- Leadership

contingency approach

(situational) considers both the style of the leader and the complexities of the situation before recommending appropriate leadership style. assumes that appropriate leader behavior varies from situations.

visionary leader

a leader that creates a positive image for the future that motivates organizational members and provides direction for future planning and goal setting

proposition ii

a relationship oriented leader will be most successful in situations with moderate control

proposition I

a task oriented leader will be most successful in situations with high or low control

transactional leadership

based on an exchange process in which followers are rewarded for good performance and punished for poor performance

preference zone

behaviors and activities that target actually enjoys doing and would probably do with any request running errands, learning, helping

noninfluence zone

behaviors in which the target would not engage under any work related circumstance unethical, sleep with boss

legitimate zone

behaviors in which the target would rather not do but recognizes that it is her responsibility, as an employee to when asked. this represents what is called ADEQUATE ROLE BEHAVIOR (lower limits of acceptance work performance) documentation, filing, on call, etc.

four leader behaviors under house's theory

directive- know what is expected (commanding) supportive- friendly, showing concern (affiliative) achievement oriented- challenging goals (visionary) participative- consulting and soliciting suggestions (democratic)

major approaches to leadership

early trait approach, trait theory, behavioral approach, contingency (situational approach)

trait theory

effective leaders possess a similar set of traits or characteristics. ways that leaders are different than followers

barbuto's extension

five zones. preference zone, indifference zone, legitimate zone, influence zone, noninfluence zone

transformational leadership

generates awareness and acceptance of a group's purpose and mission and gets employees to see beyond their own needs and self interests for the good of the group four aspects: 1) idealized influence 2) intellectual stimulation 3) individualized consideration 4) inspirational motivation

normative aka vroom yetton jago

helps leaders decide how much employee participation (from none to letting employees make the entire decision) should be used when making decisions, attempts to prescribe a leadership style appropriate to a given situation. use chart to decide between AI, AII, CI, CII, GII

early trait theory

identify potential leaders identify traits of good leaders, measure them, match them inborn characteristics such as height, ethnicity, physical characteristics, etc. unsuccessful because of that

behavioral approach- ohio state

initiating structure and consideration behavior were two different dimensions. leaders that exhibit high levels of both behaviors will likely be the most effective.

behavioral approach- michigan

job centered (performance driven) and employee centered were assumed to be at the opposite ends of a column

AII

leader asks for information but leader makes the decision

AI

leader makes decision

house's path-goal theory

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 behaviors --> paths rewards --> goals four leader behaviors leader can change style

fiedler's LPC theory

least preferred co-worker -leadership style is the way that leaders generally behave towards their followers, tied to underlying needs and personalities task oriented vs relationship oriented (spectrum)

legitimate power

power granted through the organizational structure, it is the power accorded people occupying particular positions

CII

present problem to a group but make the decision alone

CI

present problem to group members individually

GII

present to group and facilitate group member discussion, leader implements group decision

influence zone

tasks and activities which the target views as outside his normal work duties and responsibilities. would mean going above and beyond job requirements and as such are terms. can be motivated to perform if the proper source is tapped by the leader. coffee, drycleaning

power

the ability to affect the behavior of others 1) legitimate power 2) reward power 3) coercive power 4) referent power 5) expert power

charismatic leadership

the behavioral tendencies and personal characteristics of leaders that create an exceptionally strong relationship with followers. articulate a clear vision for the future, model values by acting consistently, communicate high performance expectations, display confidence in followers

situational control

the degree to which a particular situation either permits or denies a leader the chance to influence the behavior of group members -leader-member relations- degree to which group supports the leader -task structure-extent to which procedures are clearly determined -position power- degree of reward/coercive/legitimate power leader has

referent power

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

expert power

the personal power that accrues to someone based on the information or expertise that they possess

coercive power

the power to force compliance by means of psychological, emotional, or physical threat

reward power

the power to give or withhold rewards such as salaries, bonuses, promotions, recommendations

indifference zone

these behaviors represent activities for which the target has no preference and is indifferent to fill in for receptionist

four types of leaders

visionary, charismatic, transformational, transactional

barnard's zone of acceptance

we have a range in which we perceive a manager to have proper authority to make decisions within this scope, the size of the range varies with each individual