MGT 305- chs7-8
university of Iowa studies
(Kurt Lewin) identified three leadership styles: autocratic style, democratic style, laissez faire style
autocratic style
(Kurt Lewin- Iowa studies) type of leadership style emphasizes centralized authority, and low participation
democratic style
(Kurt Lewin-Iowa Studies) type of leadership style emphasized involvement, high participation, and feedback
laissez faire style
(Kurt Lewin-Iowa studies) type of leadership style that emphasizes hands off-management
task groups
(formal) groups composed of individuals brought together to complete a specific job task; their existence is often temporary because when the task is completed, the group disbands
command groups
(formal) groups that are determined by the organization chart and composed of individuals who report directly to a given manager
self-managed teams
(formal) groups that are essentially independent and that, in addition to their own tasks, take on traditional managerial responsibilities, such as hiring, planning, and scheduling
cross-functional teams
(formal)groups that bring together the knowledge and skills of individual's various work areas or groups whose members have been trained to do each other's jobs
consideration
(ohio state studies-dimension) the leader's mutual trust and respect for group member's ideas and feeling
initiating structure
(ohio state studies-dimension) the role of the leader in a defining his or her role and the roles of group members
credibility
(this of a leader)The assessment of a leader's honesty, competence, and ability to inspire by his or her followers
adjourning
- the final stage of group development for temporary groups during which group members are concerned with wrapping up activities rather than task performance.
norming stage
- the third stage of group development, characterized by close relationships and cohesiveness.
four stages of follower readiness
1. followers are unable and unwilling 2. followers are unable but willing 3. followers are able but unwilling 4. followers are able and willing
visionary leadership
A leader who creates and articulates a realistic, credible, and attractive vision of the future that improves upon the present situation.
charismatic leadership
An enthusiastic, self-confident leader whose personality and actions influence people to behave in certain ways.
assumptions of the Fiedler Model
Assumptions: a certain leadership style should be most effective in different types of situation; AND leaders do not readily change leadership styles
substitutes
Follower characteristics ---Experience, training, professional orientation, or the need for independence Job characteristics ---Routine, unambiguous, and satisfying jobs Organization characteristics ---Explicit formalized goals, rigid rules and procedures, or cohesive work groups
informal groups
Groups that are independently formed to meet the social needs of their members; social groups
situational leadership theory
Hersey and Blanchard's contingency theory of leadership SLT stands for
empowerment
Increasing the decision-making discretion of workers such that teams can make key operating decisions in developing budgets, scheduling workloads, controlling inventories, and solving quality problems.
motivation to lead
Individuals with higher levels of this are more receptive to leadership development opportunities.
trust
Is related to increases in job performance, organizational citizenship behaviors, job satisfaction, and organization commitment
least preferred co worker
LPC stands for
transactional leadership
Leaders who guide or motivate their followers in the direction of established goals by clarifying role and task requirements.
transformational leadership
Leaders who inspire followers to transcend their own self-interests for the good of the organization by clarifying role and task requirements.
acceptance
SLT- leadership effectiveness depends on whether followers accept or reject a leader
readiness
SLT- the extent to which followers have the ability and willingness to accomplish a specific task
trust
The belief of followers (and others) in the integrity, character, and ability of a leader
expert power
The influence a leader can exert as a result of his or her expertise, skills, or knowledge.
legitimate power
The power a leader has as a result of his or her position.
coercive power
The power a leader has to punish or control.
referent power
The power of a leader that arises because of a person's desirable resources or admired personal traits.
reward power
The power to give positive benefits or rewards.
universal elements of effective leadership
Vision Foresight Providing encouragement Trustworthiness Dynamism Positiveness Proactiveness
formal groups
Work groups defined by the organization's structure that have designated work assignments and tasks
path-goal model
a contingency theory of leadership; States that the leader's job is to assist his or her followers in attaining their goals and to provide direction or support to ensure that their goals are compatible with those of the organization
high-high leader
a leader high in both initiating structure and consideration behaviors
status
a prestige grading, position, or rank within a group
problem-solving team
a team from the same department or functional area that's involved in efforts to improve work activities or to solve specific problems.
managerial grid
a two-dimensional grid for appraising leadership styles
self-managed work team
a type of work team that operates without a manager and is responsible for a complete work process or segment.
virtual team
a type of work team that uses technology to link physically dispersed members in order to achieve a common goal.
cross-functional team
a work team composed of individuals from various functional specialties.
managerial grid
appraises leadership styles using two dimensions and places managerial styles in five categories
role
behavior patterns expected of someone occupying a given position in a social unit.
team leadership characteristics
characteristics of this include: Having patience to share information Being able to trust others and to give up authority Understanding when to intervene
relationship conflict
conflict based on interpersonal relationships
process conflict
conflict over how work gets done
task conflict
conflicts over content and goals of the work
dysfunctional conflicts
conflicts that prevent a group from achieving its goals
functional conflicts
conflicts that support a group's goals and improve its performance
path-goal model
contingency theory of leadership states: Depending on the situation, leaders assume different leadership styles at different times: directive leader, supportive leader, participative leader, achievement oriented leader
SLT
creates four specific leadership styles incorporating Fiedler's two leadership dimensions
production oriented
dimension of leadership behavior, found in U of Michigan studies, emphasizing task accomplishment
employee oriented
dimension of leadership behavior, found in U of Michigan studies,emphasizing personal relationships
telling, selling, participating, and delegating
four leadership styles of SLT
work teams
groups whose members work intensely on a specific, common goal using their positive synergy, individual and mutual accountability, and complementary skills.
results of Iowa studies
had mixed results; found no specific style was consistently better for producing better performance, and employees were more satisfied under a democratic leader than under an autocratic leader
leaders
ideally, all managers should be
dimensions of trust
integrity, competence, consistency, loyalty, and openness
transactional leaders
leaders who lead primarily by using social exchanges (or transactions)
work teams
leadership role is shared in this
selling
leadership style: high task-high relationship leadership
telling
leadership style: high task-low relationship leadership
participating
leadership style: low task-high relationship leadership
delegating
leadership style: low task-low relationship leadership
Fiedler Model
matching the leader to the situation or changing the situation to make it favorable to the leader is required in
results of Ohio state studies
mixed results: high consideration/high structure leaders generally, but not always, achieved high scores on group task performance and satisfaction AND evidence indicated that situational factors appeared to strongly influence leadership effectiveness
work groups
one leader is clearly in charge in this
task structure
one of Fiedler's situational contingencies that describes the degree to which job assignments are formalized and structured
position power
one of fiedler's situational contingencies that describes the degree of influence a leader has over activities such as hiring, firing, discipline, promotions, and salary increases
LPC questionnaire
part of the Fiedler Model; determines the leadership style by measuring responses to 18 pairs of contrasting adjectives
conflict
perceived incompatible differences that result in interference or opposition
The Fiedler Model
proposes that effective group performance depends upon the proper match between the leader's style of interacting with followers and the degree to which the situation allows the leader to control and influence
results of Michigan studies
research findings: leaders who are employee oriented are strongly associated with high group productivity and high job satisfaction
leader
someone who can influence others and who has managerial authority
norms
standards or expectations that are accepted and shared by a group's members
University of Michigan studies
study identified two dimensions of leader behavior: employee oriented and production oriented
group cohesiveness
the degree to which group members are attracted to one another and share the group's goals
forming stage
the first stage of group development in which people join the group and then define the group's purpose, structure, and leadership
performing stage
the fourth stage of group development when the group is fully functional and works on group task.
concern for people and concern for production
the managerial grid appraises leadership styles using these two dimensions:
impoverished management, task management, middle-of-the-road management, country club management, and team management
the managerial grid places managerial styles in five categories
social network
the patterns of informal connections among individuals within groups
storming stage
the second stage of group development, characterized by intragroup conflict
social loafing
the tendency for individuals to expend less effort when working collectively than when working individually
initiating structure and consideration
the two dimensions of leader behavior found by Ohio State Studies:
traditional view of conflict
the view that all conflict is bad and must be avoided
human relations view of conflict
the view that conflict is a natural and inevitable outcome in any group
interactionist view of conflict
the view that some conflict is necessary for a group to perform effectively.
visionary leaders
these are abilities of this type of leader: Explain the vision to others, Express the vision not just verbally but through behavior, Extend or apply the vision to different leadership contexts
leadership behavioral theories
these early leadership theories focused on how the leader interacted with his or her group members
leadership trait theories
these early leadership theories focused on the leader
charismatic leaders
these leaders have the characteristics of: Have a vision Are able to articulate the vision Are willing to take risks to achieve the vision Are sensitive to the environment and follower needs Exhibit behaviors that are out of the ordinary
SLT
this argues that successful leadership is achieved by selecting the right leadership style which is contingents on the level of the followers' readiness AND leaders must relinquish control over and contact with followers as they become more competent
Ohio State studies
this behavioral theory study identified two dimensions of leader behavior: initiating structure and consideration
low score
this score on the LPC questionnaire represents a task-oriented leadership style
leader training
this type of Training is more likely to be successful with individuals who are high self-monitors than those who are low self-monitors.
high score
this type of score on the LPC questionnaire represents a relationship-oriented leadership style
drive, desire to lead, honesty and integrity, self-confidence, intelligence, job-relevant knowledge, and extraversion
trait theories- later research on the leadership process identifies seven traits associated with successful leadership:
unsuccessful
trait theories- research focused on identifying personal characteristics that differentiated leaders from non-leaders was
group
two or more interacting and interdependent individuals who come together to achieve specific goals
behavioral theories
university of Iowa studies, Ohio State Studies, University of Michigan Studies
leadership
what leaders do; the process of influencing a group to achieve goals
groupthink
when a group exerts extensive pressure on an individual to align his or her opinion with that of others
team leader's job
who's job is: Managing the team's external boundary Facilitating the team process: ---Includes coaching, facilitating, handling disciplinary problems, reviewing team and individual performance, training, and communication
transactional leadership
women tend to use transformational leadership while men tend to use