CH 5 - MGMT-5370-W01 - SEMINAR

Normative Decision Model

A view of leadership as a decision-making process in which the leader examines certain factors within the situation to determine which decision-making style will be the most effective.

ACHIEVEMENT-ORIENTED (Path-Goal Theory)

ACHIEVEMENT-ORIENTED Tasks are unique or entrepreneurial and group members are competent and committed. Useful when... - When team members are motivated to succeed and assume responsibility - When leading team members who are working on ambiguous and nonrepetitive tasks

Path-Goal Theory

An explanation of leadership effectiveness that specifies what the leader must do to achieve high productivity and morale in a given situation.

Delegate - Decision Making Style

Delegate Leader permits group members to make the decision, works behind the scenes and sets limits, but allows group members to work autonomously.

Consult (Group) - Decision Making Style

Consult (Group) Leader works with group members as a group in a meeting, gathers their suggestions, and makes the decision alone.

Consult (Individually) - Decision Making Style

Consult (Individually) Leader works with all group members individually to gather their suggestions and makes the decision alone.

Directive (Path-Goal Theory)

DIRECTIVE Tasks are unclear.

Facilitate Decision Making Style

Facilitate Leader presents problem to group, facilitates discussion, gathers input, and makes sure not to favor his or her individual decision.

CH 5 LO: Present an overview of the contingency theory of leadership effectiveness.

Fiedler's contingency theory proposes the best style of leadership is determined by situational factors including leader-member relations, task structure, and position power. Match the leader's style with the situation most favorable for his/her success. The theory was designed to enable leaders to diagnose both leadership style and organizational situations. - Leadership style may be relationship or task motivated. - Leadership style is relatively enduring and difficult to change. - Leaders are regarded as having a consistent style of task or relationship orientation. ** Task-motivated leaders perform the best in situations of both high control and low control. ** Relationship-motivated leaders perform the best in situations of moderate control. -- According to Fiedler, leadership style is a relatively permanent aspect of behavior and thus difficult to modify. Leaders are regarded as having a consistent style of task or relations orientation. -- Eval of the theory: - The contingency theory is too complex. - Fiedler's work has prompted others to conduct studies about the contingency nature of leadership. - The model has also alerted leaders to the importance of sizing up the situation to gain control. - Fielder pioneered in taking into account both traits and the situation to better understand leadership.

Leader-Member Exchange (LMX) Theory

Highlights the importance of leader behaviors not just toward the group as a whole but toward individuals on a personal basis.

Decide - Decision Making Style

Leader makes the decision alone and announces it.

CH 5 LO: Explain how evidence-based leadership can contribute to contingency and situational leadership.

Leaders applying evidence and research to their behaviors and practices are using evidence-based leadership. Evidence-based leadership or management is an approach whereby managers translate principles based on best evidence into organizational practices. Leaders translate principles based on best evidence into organizational practices. While evidence-based leadership and management is not yet widely practiced, taking the study of leadership and management seriously will move managers and organizations toward basing their practices and decisions on valid evidence.

CH 5 LO: Describe how the situation influences the choice of leadership objectives.

Leaders are more effective when they make their behavior contingent upon situational factors. Research has shown the following regarding the role of situations in leadership effectiveness: - Organizational effectiveness is affected by situational factors not under leader control. - Situations shape how leaders behave. - Situations influence the consequences of of leader behavior. - The type of organization influences which leadership approach is best.

Measuring the Leadership Situation

Leadership situations are classified as High, Moderate, or Low control. More controllable situations are viewed as more favorable for the leader. Control is determined by three dimensions: - Leader-Member Relations - Task Structure - Position Power

CH 5 LO: Explain the basics of leadership during a crisis.

Leading through a crisis is a form of contingency leadership. Crisis leadership is the process of leading group members through a sudden and largely unanticipated, intensely negative, and emotionally draining circumstance. Effective crisis leadership ensures that a business is prepared before a crisis emerges, and that successfully navigates response and recovery. Leadership attributes and behaviors associated with successfully leading an organization or organizational unit through a crisis: - Be decisive. - Lead with compassion. - Thinks strategically (see the big picture). - Reestablish the usual work routine. - Avoid a circle-the-wagons mentality. - Display optimism. - Prevent the crisis through disaster planning. - Provide stable performance. - Be a transformational leader.

PARTICIPATIVE (Path-Goal Theory)

PARTICIPATIVE Tasks are non-repetitive and group members are capable and motivated.

Supportive (Path-Goal Theory)

SUPPORTIVE Tasks are frustrating and stressful, plus group members are apprehensive.

Least Preferred Coworker (LPC) Scale

The LPC scale measures the degree to which a leader describes favorably or unfavorably an employee with whom he or she could work least well. - Not the coworker the leader LIKED least, but the one the leader had the most difficulty getting a job done with. ** Relationship-motivated leaders tend to describe their LPC in favorable terms. ** Task-motivated leaders tend to describe their LPC in unfavorable terms.

Evidence-based leadership or management

The approach whereby managers translate principles based on best evidence into organizational practices.

contingency approach to leadership

The contention that leaders are most effective when they make their behavior contingent upon situational forces, including group member characteristics

CH 5 LO: Use the normative decision model to determine the most appropriate decision-making style in a given situation.

The normative decision model explains leadership as a decision-making process. Leaders must choose a style that elicits the correct degree of group participation when making decisions. Views leadership as a decision-making process where the leader examines the elements involved in the situation in order to determine the most effective decision-making style. Model includes: Five decision-making styles Seven situational factors - Decision Significance to the success of a project or the organization. - Importance of Commitment of the team to the decision. - Leader Expertise and knowledge in relation to the problem. - Likelihood of Commitment of the team to a decision if the leader makes the decision on his/her own. - Group Support of the team in relation to the organization's objectives at stake in the problem. - Group Expertise of the team members in relation to the problem. - Team Competence of the team members ability to work together in solving problems.

CH 5 LO: Explain the path-goal theory of leadership effectiveness.

The path-goal theory of leadership effectiveness specifies the best leadership style based on the characteristics of the group members and the tasks. Developed by Robert House. Specifies what a leader must do to achieve high productivity and morale in a given situation. In general, the theory says a leader who attempts to "clear the path" to a goal for a group member tends to find the group member's job satisfaction and performance increase. The theory is based on the Expectancy Theory of Motivation. The basic tenets of the theory are on target. Any comprehensive theory of leadership must include the idea that a leader's actions have a major impact on the motivation and satisfaction of group members. The theory, however, has never attracted much interest from leaders or managers because of its complexities.

Crisis Leadership

The process of leading group members through a sudden and largely unanticipated, intensely negative, and emotionally draining circumstance Leading during a crisis can be regarded as contingency leadership because the situation demands that the leader emphasize certain behaviors, attitudes, and traits. An effective way of helping people deal with a workplace crisis is to encourage them to return to their regular work.