Ch. 14- Leadership: Styles and Behavior (MGT 300 E3)
7 factors of the time driven model of leadership
1. Decision Significance 2. Importance of Commitment 3. Leader Expertise 4. Likelihood of Commitment 5. Shared Objectives 6. Employee Expertise 7. Teamwork Skills
What are the 2 types of leader dyads?
1. High quality exchange dyad (In-groups) 2. Low quality exchange dyad (Out-groups)
2 limitations of trait/characteristic leadership
1. Many trait leadership correlations are weak in magnitude, especially when leader effectiveness serves as the outcome. 2. Focus on leader traits holds less practical relevance than a focus on leader actions
Substitutes for leadership model
A model that suggests that characteristics of the situations can constrain the influence of the leader, which makes it more difficult for the leader to influence employee performance
Time driven model of leadership
A model that suggests that seven factors, including the importance of the decision, the expertise of the leader, and the competence of the followers, combine to make some decision-making styles more effective than others in a given situation.
Representation
Action behalf of group, defend group, advance interest
Unit focused approach
Asks all members of a unit to fill out a survey, then the average the responses to get a measure of leader effectiveness.
Dyad focused approach
Asks members of a unit to fill out survey items in reference to their relationship with the leader.
According to the time-driven model of leadership, _____ styles should be used for decisions for which employee commitment is unimportant.
Autocratic
Which decision making style describes employees possibly having the task of providing the manager with information to a potential solution, but they do not know what the decision needed to be made, just that information is needed.
Autocratic style
Inspirational motivation
Behaving in ways that foster an enthusiasm for and commitment to a shared vision of the future.
In-Groups
Characterized by high levels of mutual trust, respect, and obligation.
Out-groups
Characterized by lower levels of trust, respect, and obligation
Which two decision making styles have more employee involvement?
Consultative and facilitative style
With this decision making style, employees do "have a say", but the ultimate authority rests with the leader
Consultative style
This is known as the more active and effective brand of transactional leadership
Contingent reward
In _____, the leader attains follower agreement on what needs to be done using promised or actual rewards in exchange for adequate performance.
Contingent reward leadership
Organization
Defining and structuring work, clarifying leaders member roles, coordinating member tasks
With this decision making style, the leader has no role in deliberations unless asked, but they do offer encouragement. They also provide resources.
Delegative style
Under the dyad focused approach, what does differences across people indicate?
Differentiation into "in-groups" and "out-groups" within the unit
Shared objectives
Do employees share and support the same objectives, or do they have an agenda of their own?
Employee expertise
Do the employees have significant knowledge or expertise regarding the problem?
Teamwork skill
Do the employees have the ability to work together to solve the problem, or will they struggle with conflicts or inefficiencies?
What is the most important part of leader decision making style?
Does the leader decide most things for themselves, or do they let others help with the process?
Leader expertise
Does the leader have significant knowledge or expertise regarding the problem?
Traits are more predictive of leader ____ than leader ____.
Emergence, effectiveness
Cohesion
Employees ability to work together effectively and maintain close bonds in getting along
Integration
Encouraging pleasant atmosphere, reduce conflict, promote individual adjustment
Recognition
Expressing approval/disapproval of behaviors of employees
With a(n) _____ style, the leader presents the problem to a group of employees and seeks consensus on a solution, making sure that his or her own opinion receives no more weight than anyone else's.
Facilitative
With this decision making style, the leader is more of a facilitator than a decision maker, and the ultimate authority changes
Facilitative style
T/F: Defining and structuring work, clarifying leader versus member roles, and coordinating employee tasks are part of a leader's consideration behavior.
False
T/F: Leader emergence is defined as the degree to which the leader's actions result in the achievement of the unit's goals; the continued commitment of the unit's employees; and the development of mutual trust, respect, and obligation in leader-member dyads.
False
T/F: Transactional leadership is viewed as a more motivational approach to leadership than other managerial approaches.
False
T/F: Leader decision making styles does not depend on follower readiness.
False, it DOES
T/F: Prior experience does not equal training and expertise
False, it DOES
T/F: There is quite a bit known about transformational leadership and counterproductive behavior
False, not much is known
T/F: Under the dyad focused approach, responses are averaged across the group.
False, responses are NOT averaged
Formalization
Fear of a new person/task lowering leader importance
Communication
Give info to employees, seek info from them, show awareness that affects them
Which of the following is true regarding prediction of leadership effectiveness using traits? Focus on leader traits holds more practical relevance than focus on leader actions. Traits are more predictive of leadership effectiveness than leader emergence. Traits have no correlation with leadership, especially when leader effectiveness serves as the outcome. High conscientiousness is a trait that has been found to be correlated to leader emergence. Traits have a greater effect on leader effectiveness than leader behavior.
High conscientiousness is a trait that has been found to be correlated to leader emergence
Employees with transformational leaders tend to have what?
High levels of task performance
Likelihood of commitment
How likely is it that employees will trust the leader's decision and commit to it?
Employees who are more competent, likeable, and similar to the leader in personality are more likely to end up where?
In the leaders in-group
_____ involves behaving in ways that challenge followers to be innovative and creative by questioning assumptions and reframing old situations in new ways.
Intellectual stimulation
Importance of commitment
Is it important that employees "buy in" to the decision?
Decision significance
Is the decision significant to the success of the project or the organization?
This term is known as the "hands off" approach.
Laissez faire leadership
Which 3 types of leadership are not effective?
Laissez faire, transactional leadership, and passive management by exception
Which theory best describes a manager getting a feel for talent and motivation levels of their employees?
Leader member exchange theory
Which theory can explain why differences exist?
Leader member exchange theory
R1 Telling
Leader provides specific instructions and closely supervise performance attention to followers.
R4 Delegating
Leader turns responsibility over to employees; observation and monitoring
Low quality exchange dyad
Marked by more limited exchange of info, influence, latitude, support, and attention.
R2 Selling
Members start to work together; eagerness goes to dissatisfaction, and the leader supports and encourages to protect employee confidence
Membership
Mixing with employees, stressing informal interactions, and exchanging personal services
Transformational leadership has a __________ __________ effect on performance.
Moderate positive
Leader in-groups have greater _________, __________, and higher ________.
Mutual trust, respect, and felt obligation
Meaning making process
Negative features of status quo emphasized while positive features are highlighted
Task stability, formalization, inflexibility, and spacial distance are all examples of what?
Neutralizer
The leader member exchange theory argues:
New leader-member relationships are marked by role taking phase.
Neutralizer
Only reduce importance of leader; they themselves have no beneficial impact on performance
R3 Participating
Optimal combo of leader behaviors
With _____, the leader waits around for mistakes and errors, then takes corrective action as necessary.
Passive management by exception
Role making
Period during which employee's own expectations for dyad get mixed into with those of the leader
Role taking phase
Phase in which a manager describes role expectations to an employee and the employee attempts to fulfill those expectations with his or her job behaviors
This readiness snapshot is characterized by employees who are eager but inexperienced, have high initiating structure and low consideration
R1 Telling
This readiness snapshot is characterized as being "on board", tasks seen harder than expected, and both initiating structure and consideration are high
R2 Selling
This readiness snapshot is characterized by employees that begin to work well together, have low initiating structure, and high consideration
R3 Participating
This readiness snapshot is characterized by members firing on all cylinders, and both initiating structure and consideration are low.
R4 Delegating
This term is marked by a free-flowing exchange in which the leader offers more opportunities and resources, and the employee contributes more activities and effort.
Role making
Charisma
Sense among followers that leader possesses extraordinary qualities; "divinely inspired gift"
Which of the following behaviors is classified as an initiating structure behavior? Mixing with employees, stressing informal interactions, and exchanging personal services Expressing approval or disapproval of the behaviors of employees Setting goals and providing incentives for the effort and productivity of employees Acting on behalf of the group, defending the group, and advancing the interests of the group Encouraging a pleasant atmosphere, reducing conflict, and promoting individual adjustment to the group
Setting goals and providing incentives for the effort and productivity of employees
Production
Settling goals and providing incentives for effort and productivity of employees
Not being present during a shift neutralizes leadership due to what?
Spatial distance
Which of the following represents the correlation between organizational commitment and transformational leadership?
Strong positive
Transformational leadership has a ________ ___________ effect on commitment. There is high ___________ and ___________ commitment.
Strong positive; affective and normative
Professionalism, staff support, group cohesion, and intrinsic satisfaction are all examples of what?
Substitutes
Which leader behavior is most appropriate for a group of employees who are working together for the first time and are eager to begin but lack the experience and confidence needed to perform their roles?
Telling
Leader effectiveness (long definition)
The degree to which the leader's actions result in achievement of goals, commitment of employees, and development of quality leader-member dyads
Of all leadership variables, _____ leadership has the strongest and most beneficial effects.
Transformational
T/F Transformational leaders are more likely to engage in citizenship behavior
True
T/F: Factors that play into in/out groups have MORE impact than age, gender, or racial similarity.
True
T/F: Leaders who are high on initiating structure play a more active role in directing group activities and prioritize planning.
True
T/F: Substitutes reduce the importance of the leader while simultaneously providing a direct benefit to employee performance.
True
T/F: There is no effect on transformational leadership and continuance commitment
True
T/F: There is no generalizable profile or effective leaders from a trait perspective.
True
T/F: With laissez faire, if important actions get delayed, and responsibility gets ignored, power and influence will go unutilized
True
Life cycle theory of leadership
argues that the optimal combination of initiating structure and consideration depends on the readiness of the employees in the work unit. Also suggests that readiness varies across employees and can be expressed in 4 important snapshots: R1-R4.
Laissez faire leadership
avoidance of leadership altogether
Intellectual stimulation
behaving in ways that challenge followers to be innovative and creative by questioning assumptions and reframing old situations in new ways
Idealized influence
behaving in ways that earn the admiration, trust, and respect of followers, causing followers to want to identify with and emulate the leader
Individualized consideration
behaving in ways that help followers achieve their potential through coaching, development, and mentoring
Leader member exchange theory
describes how leader-member relationships develop over time on a dyadic basis
Leader effectiveness (short definition)
how well people actually do in a leadership role
Day to day leadership behaviors
initiating structure and consideration
Transformational leadership
involves inspiring followers to commit to a shared vision that provides meaning to their work while also serving as a role model who helps followers develop their own potential and view problems from new perspectives
Contingent reward
leader attains follower agreement on what needs to be done using promised or actual rewards in exchange for adequate performance
High quality exchange dyad
marked by the frequent exchange of information, influence, latitude, support, and attention
Transactional leadership
occurs when the leader rewards or disciplines the follower depending on the adequacy of the follower's performance
Initiation
originating, facilitating, and sometimes resisting new ideas and practices
Substitutes
reduce the importance of the leader while simultaneously providing a direct benefit to employee performance
Initiating structure
reflects the extent to which the leader defines and structures the roles of employees in pursuit of goal attainment
Consideration
the extent to which a person's job relationships are characterized by mutual trust, respect for employees' ideas, and regard for their feelings
Active management by exception
the leader arranges to monitor mistakes and errors actively and again takes corrective action when required
Delegative style
the leader gives an individual employee or a group of employees the responsibility for making the decision within some set of specified boundary conditions
Autocratic style
the leader makes the decision alone without asking for the opinions or suggestions of the employees in the work unit
Facilitative style
the leader presents the problem to a group of employees and seeks consensus on a solution, making sure that his or her own opinion receives no more weight than anyone else's
Consultative style
the leader presents the problem to individual employees or a group of employees, asking for their opinions and suggestions before ultimately making the decision him- or herself
Passive management by exception
the leader waits around for mistakes and errors, then takes corrective action as needed
Leadership
the use of power and influence to direct the activities of followers toward goal achievement
Leader emergence
who becomes a leader in the first place
