MGMT CH 14

What are the differences between managers and leaders? 1-3

1. Leaders focus on vision, mission, goals, and objectives, while managers focus on productivity and efficiency. 2. leaders are concerned with doing the right thing, while managers are concerned with doing things right 3. Managers see themselves as preservers of the status quo, while leaders see themselves as promoters of change and challengers of the status quo in that they encourage creativity and risk taking.

Fiedler assesses leaders by:

1. conduct and performance of the people they supervise. 2. assumes that leaders are generally unable to change their leadership styles and that they will be more effective when their styles are matched to the proper situation 3. assumes that 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

What two conditions must be met for path clarification, path clearing, and rewards to increase followers' motivation and effort?

1. leader behavior must be a source of immediate or future satisfaction for followers 2. leader behaviors must complement and not duplicate the characteristics of followers' work environments

What are the differences between managers and leaders? 4-7

4. managers have a relatively short-term perspective, while leaders take a long-term view. 5. Managers are concerned with control and limiting the choices of others, while leaders are more concerned with expanding people's choices and options. 6. Managers also solve problems so that others can do their work, while leaders inspire and motivate others to find their own solutions. 7. Finally, managers are also more concerned with means, how to get things done, while leaders are more concerned with ends, what gets done

Experience:

Experienced employees are likely to react in a similar way. Since they already know how to do their jobs (or perceive that they do), they don't need or want close supervision. By contrast, subordinates with little experience or little perceived ability will welcome directive leadership.

• Participative leadership :

a leadership style in which the leader consults employees for their suggestions and input before making decisions

• Supportive leadership :

a leadership style in which the leader is friendly and approachable to employees, shows concern for employees and their welfare, treats them as equals, and creates a friendly climate

• Directive leadership:

a leadership style in which the leader lets employees know precisely what is expected of them, gives them specific guidelines for performing tasks, schedules work, sets standards of performance, and makes sure that people follow standard rules and regulations

• Achievement-oriented leadership :

a leadership style in which the leader sets challenging goals, has high expectations of employees, and displays confidence that employees will assume responsibility and put forth extraordinary effort

• Trait theory:

a leadership theory that holds that effective leaders possess a similar set of traits or characteristics

1. Contingency theory:

a leadership theory that states that in order to maximize work group performance, leaders must be matched to the situation that best fits their leadership style

2. 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

• charismatic leadership or idealized influence transformational leaders

act as role models for their followers.

formal authority system:

an organization's set of procedures, rules, and policies

• unethical charismatics:

charismatic leaders who control and manipulate followers, do what is best for themselves instead of their organizations, want to hear only positive feedback, share only information that is beneficial to themselves, and have moral standards that put their interests before everyone else's

• ethical charismatics:

charismatic leaders who provide developmental opportunities for followers, are open to positive and negative feedback, recognize others' contributions, share information, and have moral standards that emphasize the larger interests of the group, organization, or society

task structure:

degree to which the requirements of a subordinate's tasks are clearly specified

• intellectual stimulation transformational leaders

encourage followers to be creative and innovative, to question assumptions, and to look at problems and situations in new ways even if their ideas are different from those of leaders

transactional leadership:

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

Visionary Leadership:

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

transformational leadership:

leadership that 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

• inspirational motivation transformational leaders

motivate and inspire followers by providing meaning and challenge to their work

• Who is categorized as having task-oriented leadership styles?

o describe their LPC in a negative way (scoring 57 or below)

• Who is categorized as having relationship-oriented leadership styles?

o describe their LPC in a positive way (scoring 64 and above)

• When are task-oriented leaders with low LPC scores better leaders? Why?

o highly favorable and unfavorable situations. Task-oriented leaders do well in favorable situations where leaders are liked, tasks are structured, and the leader has the power to hire, fire, reward, and punish

• Who is categorized a more flexible leadership style?

o those with moderate scores (from 58 to 63)

• When are relationship-oriented leaders with high LPC scores better leaders (i.e., their groups performed more effectively)? Why?

o under moderately favorable situations. In moderately favorable situations, the leader may be liked somewhat, tasks may be somewhat structured, and the leader may have some position power.

Least Preferred Coworker :

people are instructed to consider all of the people with whom they have ever worked and then to choose the one person with whom they have worked least well

Locus of control:

personality measure that indicates the extent to which people believe that they have control over what happens to them in life

• Traits:

relatively stable characteristics, such as abilities, psychological motives, or consistent patterns of behavior

Perceived ability:

simply how much ability subordinates believe they have for doing their jobs well

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

charismatic leadership:

the behavioral tendencies and personal characteristics of leaders that create an exceptionally strong relationship between them and their followers

• Initiating structure:

the degree to which a leader structures the roles of followers by setting goals, giving directions, setting deadlines, and assigning tasks

Situational Favorableness:

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:

the degree to which followers respect, trust, and like their leaders

• position power:

the degree to which leaders are able to hire, fire, reward, and punish workers

• task structure:

the degree to which the requirements of a subordinate's tasks are clearly specified

• Consideration:

the extent to which a leader is friendly, approachable, and supportive and shows concern for employees

leadership:

the process of influencing others to achieve group or organizational goals

Leaders are different from nonleaders in the following traits:

• Drive • desire to lead. • Honesty, • Integrity • Self-confidence, • emotional stability • cognitive abilities • knowledge of the business