MGMT 319
Era 2
-behavior theory -contingency theory -hierarchy of authority -rational management
Era 1
-great man theory -trait theory -pre-industrial -leader conceptualized as a single hero
Era 3
-influence theories -world was no longer stable (turbulent) -team leadership -era where leadership is often shared among leaders and members, shifting to the person with the most knowledge on the subject matter
collaborative role
-leader works behind the scenes and influences superiors to get things done -focused on accomplishing specific business results
advisory role
-leadership role that provides guidance, advice, and support -responsible for developing broad organizational capabilities
Era 4
-relational theory -agile leadership -giving up control, encouraging growth and innovation upon their followers -full scope of leadership
contingency theory
-theory that believes leaders can analyze their situation and tailor their behavior to improve leadership effectiveness. -emphasizes that leadership can't be understood in a vacuum separate from various elements of the organizational situation.
Emotional Intelligence
Ability to perceive, identify, understand, and successfully manage emotions in oneself and others
No. A leader is identifiable by behaviors of one or the other style but not both.
According to Michigan state studies can leaders display levels of both employee-centered and job-centered behaviors?
Yes. A leader can display a high degree of both behavior types or low degree of both behavior types.
According to Ohio state studies can leaders display levels of both consideration and initiating structure behaviors?
openness to experience
Big Five Personality Dimensions: -degree to which a person has a broad range of interests and is imaginative, creative, and willing to consider new ideas
agreeableness
Big Five Personality Dimensions: -degree to which a person is able to get along with others
extroversion
Big Five Personality Dimensions: -degree to which a person is outgoing, sociable, talkative, and comfortable meeting/talking to new people
conscientiousness
Big Five Personality Dimensions: -degree to which a person is responsible, dependable, persistent, and achievement-oriented
emotional stability
Big Five Personality Dimensions: -degree to which a person is well-adjusted, calm, and secure
perceptual distortions
Errors in judgment that arise from inaccuracies in the perceptual process
open/free area
Johari window - information about the person such as: behavior, attitude, feelings, emotion, knowledge, experience, skills, views, etc - known by the person and known by the group.
unknown area
Johari window -information, feelings, latent abilities, aptitudes, experiences etc, that are unknown to the person him/herself and unknown to others in the group.
blind spot/area
Johari window -what is known about a person by others in the group, but is unknown by the person him/herself. -could lead to derailment
hidden area
Johari window -what is known to ourselves but kept hidden from, and therefore unknown, to others.
Impoverished Management
Leadership Grid: -absence of leadership philosophy -when leaders dedicate little effort toward interpersonal relationships or work accomplishments -low consideration -low initiating structure
Authority-Compliance Management
Leadership Grid: -high initiating structure -low consideration
Middle of the Road Management
Leadership Grid: -moderate concern for both people and work accomplishments -moderate consideration -moderate initiating structure
Country Club Management
Leadership Grid: -occurs when primary emphasis is given to people rather than to work output -creates comfortable, friendly work environment -high consideration -low initiating structure
Team Management
Leadership Grid: -most effective style -high consideration -high initiating structure -members work together to accomplish tasks
perception
Making sense out of the environment by selecting, organizing, and interpreting information
Open-Mindedness
Putting aside pre-conceptions and disregarding one's beliefs and opinions
Task-oriented leader
Task-oriented leader or Relationship-oriented leader? -highly favorable situation -consists of good leader-member relations, high task structure, and strong position power
Task-oriented leader
Task-oriented leader or Relationship-oriented leader? -highly unfavorable situation -consists of poor leader-member relations, low task structure, and weak position power
Relationship-oriented leader
Task-oriented leader or Relationship-oriented leader? -moderately favorable situation -when some of the three elements (leader-member relations, task structure, position power) are high and others are low
Theory X
Theory X or Theory Y? -Assumption that people are basically lazy and not motivated to work and that they have a natural tendency to avoid responsibility -leader would likely be task-oriented and feel the need to control and direct subordinates
Theory Y
Theory X or Theory Y? -Assumption that people do not inherently dislike work and will commit themselves willingly to work that they care about -leader would likely be people-oriented and are concerned with relationships
supporting style
What leadership style is this? -high readiness -leader is engaging and acts as a resource for advice and assistance to build followers skills and confidence
directing style
What leadership style is this? -low readiness -leader tells followers exactly what to do, how to do it, and specifying timelines
coaching style
What leadership style is this? -moderate readiness -leader give some direction, explains decisions and clarifies tasks
entrusting style
What leadership style is this? -very high readiness -leader turns over complete responsibility to subordinate, with little focus on task or people needs
highly authoritarian leader
a leader that unlikely wants to share power with subordinates
neutralizer
a variable that counteracts the leadership style and prevents the leader from displaying certain behaviors
substitute
a variable that make leadership unnecessary
self-awareness
being conscious of the internal aspects of one's nature such as ones traits, emotions, values, attitudes etc.
authoritarianism
belief that power and status differences should exist in an organization affects how the leader shares power
instrumental values
beliefs about behaviors that are appropriate for reaching goals such as: being helpful to others, being honest, or being courageous etc.
end values
beliefs about goals that are worth trying to pursue ex. valuing good health or a comfortable life as an important goal to strive for in life
components of _______________? self awareness self management social awareness relationship management
components of emotional intelligence
democratic leader (leader behavior)
delegates authority to others, encourages participation, relies on subordinates for completion of tasks and respect -this behavior style allows subordinates to be successful without the leader -this behavior creates positive enviornment
Fiedler's contingency model
diagnoses whether a leader is task-oriented or relationship-oriented and match leader style to the situation
operational role
executive has direct control over people and has position power
consideration (leader behavior)
extent to which a leader is sensitive to subordinates, respects their ideas, and establishes trust -showing appreciation -listening to problems etc.
initiating structure (leader behavior)
extent to which a leader is task oriented and directs subordinates work toward achieving a common goal -directing tasks -getting people to work hard
values
fundamental beliefs that an individual considers to be important
High Internal
high internal or high external locus of control? -belief that actions determine what happens to a person
High External
high internal or high external locus of control? -belief that outside forces determine what happens to a person
out-group relationship
in-group or out-group? relationship between leader and members that do not experience a sense of trust and extra consideration
in-group relationship
in-group or out-group? relationship where a leader spends a disproportionate amount of time with specific members
leadership
influence based relationship between leaders and followers who intend real changes and outcomes that reflect their shared purposes
autocratic leader (leader behavior)
leader who centralizes authority and derives power from position, control of rewards, and coercion (persuading someone to do something by force) -this behavior style relies on the presence of the leader -this behavior creates hostile enviornment
job-centered behavior
leadership behavior that directs activities towards scheduling, accomplishing tasks, efficiency, and cost cutting consists of: -goal emphasis -work facilitation -corresponds to 'initiating structure' behavior
employee-centered behavior
leadership behavior that focuses on the human needs of their subordinates. consists of: -leader support -interaction facilitation (facilitate positive interaction between followers to minimize conflict) -corresponds to 'consideration' behavior
-influence -intention -personal responsibility & integrity -change -shared purpose -followers
leadership involves:
Vroom-Jago Model
model that tells leaders precisely the correct amount of participation by subordinates to use in making a particular decision
time-saving based model
model used when a decision has to be made immediately
employee development-based model
model used when it is important to develop the thinking and decision-making skills of followers
individualized leadership
notion that a leader develops a unique relationship with each group member
stereotyping
perceptual distortion: Assigning an individual to a group and attributing generalizations about the group to the individual
halo effect
perceptual distortion: Overall impression of a person or situation based on one characteristic.
perceptual defense
perceptual distortion: Protecting oneself by disregarding ideas, situations, or people that are unpleasant.
projection
perceptual distortion: Tendency to see one's own personal traits in others
attitude
positive or negative evaluation about people, events, or things
Paradigm
shared mindset that represents a fundamental way of thinking about, perceiving, and understanding the world
mindfulness
state of paying attention to new information and readiness to create new mental categories during evolving circumstances -involves independent thinking -requires leaders curiosity and learning
Leader-member exchange (LMX)
suggests that leader-member relationship develops over time and how the quality of that relationship impacts outcomes
contingency theory
theory suggesting one thing depends on other things -leaders must adjust their leadership behaviors and style to tailor the situation
behavior theory
theory that believes leader behavior is correlated with leadership effectiveness or ineffectiveness.
great man theory
theory that believes leadership is the result of traits that are inherent. Leaders are born, not made.
influence theory
theory that examines the influence processes between leaders and followers
relational theory
theory that focuses on how leaders and followers interact and influence one another
situational leadership
theory that focuses on the characteristics of the follower as the main factor of the situation and then determines an effective leadership style -subordinates vary in level of readiness -low readiness due to lack of training or insecurities needs different leadership style than for people with high readiness due to skills, confidence, and ability.
trait theory
theory that suggest leaders possess particular traits or characteristics that distinguished them from non-leaders
systems theory/thinking
theory where leaders see the interaction of the whole system rather than just the separate elements of a system being able to see the bigger picture
-performance problems -problems with relationships -difficulty changing -difficulty building /leading a team -narrow management experience
what causes derailment?
derailment
where individuals can't advance further because of a mismatch between job needs and their personal skills
locus of control
whether a person places the primary reason for what happens to them on their actions or on outside forces
