ORGBEV - CHAPTER 11

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International Harvester (now Navistar International)

"Situational Approaches to Leadership." found that employees of supervisors who ranked high on initiating structure were high performers but expressed low levels of satisfaction and had a higher absence rate. Conversely, employees of supervisors who ranked high on consideration had low performance ratings but high levels of satisfaction and few absences from work.

Path-Goal Theory

A theory of leadership suggesting that the primary functions of a leader are to make valued or desired rewards available in the workplace and to clarify for the subordinate the kinds of behavior that will lead to those rewards

Establishing direction

Creating an agenda: Leadership

Planning and budgeting

Creating an agenda: Management

Aligning people:

Developing a human network for achieving the agenda: Leadership

Organizing and staffing:

Developing a human network for achieving the agenda: Management

GENERIC APPROACHES TO LEADERSHIP

Early approaches to the study of leadership adopted what might be called a universal or generic perspective; Specifically, they assumed that there was one set of answers to the leadership puzzle.

Motivating and inspiring:

Executing plans: Leadership

Controlling and problem solving:

Executing plans: Management

indentification

Followers may react favorably because they relate in some way with a leader, who may be like them in personality, background, or attitudes.

directive leadership

If people perceive that they are lacking in abilities, they may prefer _____

the manager is also exercising leadership

If the subordinate also wants and appreciates the manager's informal rewards, such as praise, gratitude, and recognition,

the manager is not a leader

If the subordinate sees as valuable only the formal organizational rewards provided by the manager

Produces change

Outcomes: Leadership

Produces a degree of predictability and order

Outcomes: Management

Vroom's decision tree approach

Predicts what kinds of situations call for different degrees of group participation

greater; expert

The more important the information and the fewer the people who have access to it, the ____ is the degree of ______ power possessed by any one individual.

locus of control

a personality trait.

charisma

an intangible attribute of the leader that inspires loyalty and enthusiasm.

task oriented

analogous to job-centered and initiatingstructure behaviors

leaders

are (1) people who can influence the behaviors of others without having to rely on force, or (2) people whom others accept as leaders.

employee-centered leader behavior

are interested in developing a cohesive work group and ensuring that employees are satisfied with their jobs. Their primary concern is the welfare of subordinates

leadership and management

are related, but they are not the same

Martin Evans and Robert House

associates of path-goal theory

SITUATIONAL APPROACHES TO LEADERSHIP/ Situational models

assume that appropriate leader behavior varies from one situation to another

external locus of control

assume that fate, luck, or "the system" determines what happens to them; prefer directive leadership

Leadership Traits

assumed that some basic trait or set of traits existed that differentiated leaders from nonleaders. If those traits could be defined, potential leaders could be identified.

Leadership Behaviors

behaviors or actions of leaders

Leadership

both a process and a property

leadership in conjunction with management

can keep the organization properly aligned with its environment.

Management in conjunction with leadership

can produce orderly change

LPC measure

controversial questionnaire comprised of 16 scales

Task structure

degree to which the group's task is well defined.

Fred Fiedler

developed The least-preferred coworker (LPC) theory

Imitate

employees wearing the same kind of clothes, working the same hours, or espousing the same management philosophy as the leader.

9,9 manager (team management)

exhibits maximum concern for both people and production

1,1 manager (impoverished management)

exhibits minimal concern for both production and people

Situational Factors

factors of the personal characteristics of subordinates and environmental characteristics of the workplace

managers

focus on monitoring results, comparing them with goals, and correcting deviations

leader

focuses on energizing people to overcome bureaucratic hurdles to reach goals

leadership as a process

focusing on what leaders actually do—leadership is the use of noncoercive influence to shape the group's or organization's goals, motivate behavior toward the achievement of those goals, and help define group or organizational culture.

employee-centered leader behavior

generally tends to be more effective

leader-behavior theories

have played an important role in the development of contemporary thinking about leadership.

weak position power

he leader must get job assignments approved by someone else and does not administer rewards and punishment

9,1 manager (authority-compliance)

highly concerned about production but exhibits little concern for people;

concern for production

horizontal axis of The Managerial Grid; similar to job-centered and initiating-structure behaviors

Michigan Studies

identified two basic forms of leader behavior

The goal of a situational theory

identify key situational factors and to specify how they interact to determine appropriate leader behavior

Environmental characteristics

include factors outside the subordinates' control

Rewards

include salary increases, bonuses, promotion recommendations, praise, recognition, and interesting job assignments.

Participative leader behavior

includes consulting with subordinates, soliciting suggestions, and allowing participation in decision making (3) enhance group members' motivation.

Supportive leader behavior

is being friendly and approachable, showing concern for subordinate welfare, and treating members as equals. (2)foster group cohesiveness and a positive climate

scientist

is capable of achieving an important technical breakthrough that no other company has dreamed of

Expert power

is derived from information or expertise.

unstructured task

is nonroutine, ambiguous, and complex, with no standard procedures or precedents.

structured task

is routine, easily understood, and unambiguous and when the group has standard procedures and precedents to rely on

Coercive power

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

Favorableness of the Situation

key situational factor; appropriate leader behavior varies from one situation to another

manager

knows how to interact with an eccentric but important customer

leadership as a property

leadership is the set of characteristics attributed to individuals who are perceived to be leaders

Rensis Likert (1940)

led the researchers at the University of Michigan

low structure

less favorable

Directive leader behavior

lets subordinates know what is expected of them, gives guidance and direction, and schedules work (1) establishing work procedures and in outlining what needs to be done

5,5 manager (middle-of-the-road management)

maintains adequate concern for both people and production

leadership traits

might include intelligence, assertiveness, above-average height, good vocabulary, attractiveness, self-confidence, and similar attributes

high structure

more favorable for the leader

management

necessary to achieve orderly results

leadership

necessary to create change

lower numbers/ low point values

negative qualities (frustrating, tense, and boring)

employee-centered leader behavior

organic and flexible

Authority

other term for legitimate power

job-centered leader behavior

pay close attention to subordinates' work, explain work procedures, and are keenly interested in performance

directive leadership

people who have a lot of abilities resent ______

higher numbers

positive qualities (helpful, relaxed, and interesting)

Legitimate Power

power granted through the organizational hierarchy; it is the power defined by the organization to be accorded to people occupying a particular position

Victor Vroom and Philip Yetton

proposed the earliest version of Vroom's Decision Tree Approach

The Managerial Grid

provides a means for evaluating leadership styles and then training managers to move toward an ideal style of behavior

Leader-member relations

refer to the nature of the relationship between the leader and the work group.

high total score

reflect a relationship orientation on the part of the leader

low score

reflect a task orientation on his or her part.

Vroom and Arthur Jago

revised and expanded the Vroom's Decision Tree Approach

Job-centered leader behavior

rigid and bureaucratic

Achievement-oriented leader behavior

setting challenging goals, expecting subordinates to perform at high levels, encouraging subordinates, and showing confidence in subordinates' abilities. (4) encourage continued high performance

consideration behavior

show concern for subordinates and attempt to establish a warm, friendly, and supportive climate.

relationship oriented

similar to employee-centered and consideration behaviors

Ohio State Studies

suggested that there are two basic leader behaviors or styles

John Kotter

summarized the basic distinctions between the leadership and management

power

the ability to affect the behavior of others

Basic Premises

the degree to which subordinates should be encouraged to participate in the decision making depends on the characteristics of the situation.

Decision Significance

the degree to which the decision will have an impact on the organization. Subordinates are involved when decision significance is high

9,9 manager (team management)

the ideal style of managerial behavior

initiating-structure behavior

the leader clearly defines the leader-subordinate role so that everyone knows what is expected, establishes formal lines of communication, and determines how tasks will be performed.

strong position power

the leader has the power to assign work and to reward and punish employees

internal locus of control

the perception that one controls one's own fate; prefer participative leadership

Referent Power

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

Reward power

the power to give or withhold rewards.

Position power

the power vested in the leader's position

concern for people

vertical axis of The Managerial Grid; similar to employee-centered and consideration behaviors

1,9 manager (country club management)

who has exactly opposite concerns from the 9,1 manager

secretary

who knows how to unravel bureaucratic red tape


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