AIM40.14 Leadership

situational characteristics (Fiedler)

leader-member relations, task structure, and position power

relationship-oriented leaders

leaders whose primary concern is to develop good relationships with their subordinates and be liked by them

task-oriented leaders

leaders whose primary concern is to ensure that subordinates perform at a high level

transformational leadership

leadership that makes subordinates aware of the importance of their jobs and performance to the organization and aware of their own needs for personal growth and that motivates subordinates to work for the good of the organization

transactional leadership

leadership that motivates subordinates by rewarding them for high performance and reprimanding them for low performance

transformational leadership (step 1)

making subordinates aware of how important their jobs are for the organization and how necessary it is for them to perform those jobs as best they can so that the organization can attain its goals

transformational leadership (step 2)

making subordinates aware of the subordinates' own needs for personal growth, development, and accomplishment

achievement-oriented behaviors

motivate subordinates to perform at the highest level possible by setting very challenging goals, expecting that goals be met, and believing in subordinates' capabilities

transformational leadership step 3

motivating subordinates to work for the good of the organization as a whole, not just for their own personal gain or benefit

leadership substitute

a characteristic of a subordinate or of a situation or context that acts in place of the influence of a leader and makes leadership unnecessary

path-goal theory

a contingency model of leadership proposing that leaders can motivate subordinates by identifying their desired outcomes, rewarding them for high performance and the attainment of work goals with these desired outcomes, and clarifying for them the paths leading to the attainment of work goals

servant leader

a leader who has a strong desire to serve and work for the benefit of others

leader style

a manager's characteristic approach to leadership; may be relationship-oriented or task-oriented

charismatic leader

an enthusiastic, self-confident leader who is able to clearly communicate his or her vision of how good things could be

leader

an individual who is able to exert influence over other people to help achieve group or organizational goals

intellectual stimulation

behavior a leader engages in to make followers be aware of problems and view these problems in new ways, consistent with the leader's vision

development consideration

behavior a leader engages in to support and encourage followers and help them develop and grow on the job

consideration

behavior indicating that a manager trusts, respects, and cares about subordinates

initiating structure

behavior that managers engage in to ensure that work gets done, subordinates perform their jobs acceptably, and the organization is efficient and effective

House's path-goal theory

contingency model that asserts that the behaviors that managers should engage in to be effective leaders are contingent on the nature of the subordinates and the work they do

Fiedler's contingency model

contingency model that asserts that whether or not a relationship-oriented or a task-oriented leader is effective is contingent on the situation

leader substitutes model

contingency model that asserts that whether or not leadership is necessary for subordinates to perform highly is contingent on characteristics of the subordinates and the situation

self-confidence

contributes to managers' effectively influencing subordinates and persisting when faced with obstacles or difficulties

kinds of leadership behaviors (House)

directive, supportive, participative, and achievement-oriented

sources of managerial power

expert, referent, legitimate, coercive, reward

behavior model

focused on consideration (concern for people) and initiating structure (concern for production)

trait model of leadership

focused on identifying the personal characteristics that cause effective leadership

House

focused on what leaders can do to motivate their subordinates to achieve group and organizational goals

participative behaviors

give subordinates a say in matters and decisions that affect them

maturity

helps managers avoid acting selfishly, control their feelings, and admit when they have made a mistake

integrity and honesty

helps managers behave ethically and earn their subordinates' trust and confidence

high energy

helps managers deal with the many demands they face

tolerance for stress

helps managers deal with uncertainty and make difficult decisions

dominance

helps managers influence their subordinates to achieve organizational goals

knowledge and expertise

helps managers make good decisions and discover ways to increase efficiency and effectiveness

intelligence

helps managers understand complex issues and solve problems

contingency models

posits that whether or not a manager is an effective leader is the result of the interplay between what the manager is like, what he or she does, and the situation in which leadership takes place

referent power

power that comes from subordinates' and coworkers' respect, admiration, and loyalty

expert power

power that is based on the special knowledge, skills, and expertise that a leader possesses

supportive behaviors

similar to consideration and include expressing concern for subordinates and looking out for their best interests

directive behaviors

similar to initiating structure and include setting goals, assigning tasks, showing subordinates how to complete tasks, and taking concrete steps to improve performance

leaders substitutes model

suggests that leadership is sometimes unnecessary because substitutes for leadership are present

reward power

the ability of a manager to give or withhold tangible and intangible rewards

coercive power

the ability of a manager to punish others

position power

the amount of legitimate, reward, and coercive power that a leader has by virtue of his or her position in an organization; a determinant of how favorable a situation is for leading

legitimate power

the authority that a manager has by virtue of his or her position in an organization's hierarchy

empowerment

the expansion of employees' knowledge, tasks, and decision-making responsibilities

leader-member relations

the extent to which followers like, trust, and are loyal to their leader; a determinant of how favorable a situation is for leading

task structure

the extent to which the work to be performed is clear-cut so that a leader's subordinates know what needs to be accomplished and how to go about doing it; a determinant of how favorable a situation is for leading

leadership

the process by which an individual exerts influence over other people and inspires, motivates, and directs their activities to help achieve group or organizational goals

personal leadership style

the specific ways in which a manager chooses to influence other people

characteristics of transformational managers

they are charismatic, intellectually stimulate subordinates, and engage in developmental consideration

characteristics of subordinates of transformational managers

they have increased awareness of the importance of their jobs and high performance; are aware of their own needs for growth, development, and accomplishment; and work for the good of the organization and not just their own personal benefit

early approaches to leadership

trait model and behavior model