MGMT 411 Test 1

Leaders

1. Produces change and adaptability to new products, new markets, new competitors, new customers, and new work processes. Spearheading the launch of a new product or opening a new market for an old product: 2. Involves having a vision of what the organization can become and mobilizing people to accomplish it: 3. Top level leaders are likely to transform their organizations: 4. Creates a vision to direct the organization.

True

A limitation of the trait approach is that it does not tell us which traits are absolutely needed in which leadership situations. We also do not know how much of a trait, characteristic, or motive is needed:

Contingency/Situational Factors

Decision Significance Importance of Commitment Leader Expertise Likelihood of Commitment Group Support Group Expertise Team Competence

House's Path-Goal Theory

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.

Role of Situations in Leadership

Organizational leadership is affected by situational factors not always under control of the leader. Situations shape how leaders behave. Situations influence the consequences of how leaders behave. Organizational structure and design influence which approach to leadership is likely to be most effective.

favorable

Relationship-motivated leaders tend to describe their LPC in __________ terms.

1. A feeling of power and prestige 2. A chance to help others grow and develop 3. High income 4. Respect and status 5. Good opportunities for advancement 6. A feeling of being in on things 7. An opportunity to control money and other resources

Satisfaction of Leaders

unfavorable

Task-motivated leaders tend to describe their LPC in _____________ terms.

isolates bystanders participants activists diehards

Types of followers:

Consultative leaders

confer with group members before making a decision:

Achievement motivation

finding joy in accomplishment for its own sake:

Leader-Member Relations

measure how well the group and the leader get along:

Managers

1. Produces order, consistency and predictability 2. Top level managers manage the organization: 3. Implements the vision:

True

A team member who is influential based on personal attributes and behaviors will often be regarded as a leader by peers

True

Another limitation to the trait approach is that it prompts some people to believe that to be effective, you have to have a high standing on almost every leadership characteristic:

Situational Leadership (SLII)

Developed by Kenneth Blanchard. Primary focus is on the characteristics of group members and matching leadership style to those characteristics. Designed to increase the frequency and quality of conversations about performance and professional development between leaders and group members

1. Too much uncompensated overtime 2. Too many headaches 3. Facing a perform-or-perish mentality 4. Not enough authority to carry out responsibility 5. Loneliness 6. Too many problems involving people 7. Too much organizational politics 8. The pursuit of conflicting goals 9. Being perceived as unethical, especially if you are a corporate executive 10. Job fatigue and burnout as a result of the preceding nine problems

Dissatisfaction and Frustration of Leaders

Self-management Commitment Competence and Focus Courage

Essential Qualities of Effective Followers

Directing Behaviors

Giving Explicit Directions Controlling Supervising Ruling Regulating

Decide

Leader makes the decision alone and announces it

Delegate

Leader permits group members to make the decision, works behind the scenes, and does set limits but allows group members to work autonomously

Facilitate

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

Consult (Individually)

Leader works with all group members individually to gather their suggestions and makes the decision alone

Consult (Group)

Leader works with group members as a group in a meeting, gathers their suggestions, and makes the decision alone

15-45%

Leaders are responsible for ________% of a firm's performance:

Leader-Member Exchange (LMX)

Leaders who adapt their style to different individuals within the group, or have different quality relationships with individual group members, are essentially practicing contingency leadership.

responsible and inspriational

Leadership actions can affect performance only if the leader is perceived to ____________ and ___________.

Supporting Behaviors

Listening Giving Recognition Communicating Encouraging Coaching

Fiedler's Contingency Theory

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.

1. Closely knit teams of highly trained individuals: 2. Intrinsic satisfaction 3. Information technology 4. Professional norms

Substitutes for leadership:

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.

Normative Decision Model

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.

Core self-evaluation

a broad personality trait that captures bottom-line self-assessment that is composed of self-esteem, locus of control, generalized self-efficacy, and emotional stability:

Insight

a depth of understanding that requires considerable intuition and common sense:

360-degree feedback

a formal evaluation of superiors based on input from people who work for with them, sometimes including customers and suppliers:

Leadership Grid

a framework for specifying the extent of a leaders' concern for production and people:

Trust

a person's confidence in another individual's intentions:

Drive

a propensity to put forth high energy into achieving objectives and to persistence in applying that energy:

General Personality Trait

a trait that is observable both within and outside the context of work:

Figurehead examples

a. Entertaining clients or customers as an official representative of the organization b. Making oneself available to outsiders as a representative of the organization c. Serving as an official representative of the organization at gatherings outside the organization d. Escorting official visitors

Emotional intelligence

ability to do such things as understanding one's feelings, have empathy for others, and regulate one's emotions to enhance to enhance one's quality of life:

The power motive

act with vigor and determination to exert their power, invest much time in thinking about ways to alter the behavior and thinking of others, they care about their personal standing with those around them:

Task-Related Leadership Attitudes and Behaviors

adaptability to the situation, direction setting, high performance standards, concentrating on strengths of group members, risk taking and execution of plans, hands-on guidance and feedback, ability to ask tough questions, and organizing for collaboration.

Sense of humor

adds to the approach-ability and people orientation of a leader:

Humility

admitting that you do not know everything and cannot do everything, as well as admitting your mistakes to team members and outsiders.

Relationship-Oriented Attitudes and Behaviors

aligning people, openness to worker opinions, creating inspiration and visibility, satisfying higher-level needs, giving emotional support and encouragement, promoting principles and values, and being a servant leader:

Internal and external environment

also influences leadership effectiveness.

Role

an expected set of activities or behaviors stemming from one's job:

Leadership effectiveness

attaining desirable outcomes such as productivity, quality and satisfaction in a given situation:

Assertiveness

being forthright in expressing demands, opinions, feelings, and attitudes; involves confronting group members about their mistakes, demanding higher performance, setting high expectations, and making legitimate demands on higher management:

Authenticity

being genuine and honest about your personality, values, and beliefs as well as having integrity:

Isolates

completely detached and passively support the status quo by not taking action to bring about changes. Do not care much about their leaders and do need coaching, but sometimes firing them is the only solution.

Information technology

computer-aided monitoring and computer networking take over many of the supervisor's leadership functions:

Democratic leaders

confer final authority on the group, they function as collectors of group opinion and take a vote before making a decision:

Activists

considerably engaged, heavily invested in people and processes, and eager to demonstrate their support or opposition. They feel strongly about their leader and the organization and act accordingly.

Technical Problem Solver

displays appropriate personal conduct, cooperating with other units in the organization, displaying loyalty to superiors by fully supporting their plans and decisions.

Trustworthiness

earning trust is considered so essential to effective leadership that some companies use these factors to evaluate leader and managers:

Commitment

effective followers are committed to something beyond themselves, be it a cause, product, department, organization, idea, or value.

Competence and Focus

effective followers build their competence and focus their efforts for maximum impact:

Courage

effective followers establish themselves as independent, critical thinkers and fight for what they believe is right.

Spokesperson

emphasis on answering letters and formally reporting to individuals and groups outside the manager's direct organizational unit.

Intrinsic satisfaction

employees who are engaged in work they find strongly self-motivating or intrinsically satisfying require minimum leadership:

Enthusiasm, Optimism, and Warmth

enthusiasm may be perceived as a reward for constructive behavior. Optimism helps keep the group in an upbeat mood and hopeful about attaining difficult goals. Warmth helps provide emotional support to group members:

Bystanders

free riders who are typically detached when it fits their self-interests. Low internal motivation, so the leader has to work hard to find the right motivators to spark the bystander into action:

Emergent leaders

group members who significantly influence other group members even though they have not been assigned formal authority:

Flexibility

is the ability to adjust to different situations:

Extraversion

it is helpful for leaders to be gregarious, outgoing, and upbeat in most situations:

Figurehead

leaders, particularly high-ranking managers, spend some part of their time engaging in ceremonial activities, or acting as a figurehead:

Executor

makes things happen, often helping translate plans into action, makes change happen, holds people accountable to ensure that productive work is accomplished.

Initiating structure

means organizing and defining relationships in the group by engaging in such activities as assigning specific tasks, specifying procedure to be followed, scheduling work, and clarifying expectations for team members.

Task structure

measures how clearly the procedures, goals, and evaluation of the job are defined:

Position Power

measures the leader's authority to hire, fire, discipline, and grant salary increases to group members:

Leadership effectiveness

objective data- those dealing with sales, production, safety, number of patents produced by the group, cost cutting, or staying within budget. Also, measures of job satisfaction and turnover are also used to measure leadership effectiveness

Tough question

one that makes a person or group of people stop and think about why they are doing or not doing something:

Effective leader

one who helps group members attain productivity, including high quality and customer satisfaction, as well as job satisfaction.

Key aspects of servant leadership

place service before self-interest, listen first to express confidence in others, inspire trust by being trustworthy, focus on what is feasible to accomplish, lend a hand, provide emotional healing, and act as a role model for other organizational members to emphasize service

Managers:

plan, organize, lead, and control:

Cognitive factors

problem-solving and intellectual skills:

Coach and motivator

provides feedback, recognizes team member's achievements, implementing rewards and punishments:

Entrepreneur

reading trade publications and professional journals to keep up with industry, talking with customers to keep aware of changing needs, visiting other firms, attending meetings, and participating in educational programs:

Group member characteristics

refers to attributes of the group members that could have a bearing on how effective the leadership attempt will be.

Leader behavior and style

refers to the activities engaged in by the leader, including characteristic approach, that relate to his or her effectiveness:

Leader characteristics and behavior

refers to the inner qualities, such as self-confidence and problem-solving ability that help a leader function effectively in many situations:

Proactive personality

relatively stable tendency to effect environmental change. Self-initiated anticipatory action with the intent of either changing the situation or one's own behavior and attitudes:

Autocratic leadership

retain most of the authority. They make decisions confidently, assume that group members will comply, and are not overly concerned with group members' attitudes toward a decision. They are considered task-oriented because they place heavy emphasis on getting tasks accomplished

Personalized power motive

seek power mostly to further their own interests. Crave the trappings of power, such as status symbols, luxury, and money. Don't care if people like them or not:

Servant leader

serves constituents by working on their behalf to help them achieve their goals, not the leader's own goals.

Management openness

set of leader behaviors particularly relevant to subordinates' motivation to voice their opinion:

Strategic Planner

setting a vision/direction for the organization and providing innovative ideas to pursue, helping the firm deal with external environment, helping develop organizational policies:

Participative leaders

share decision making with group members, termed as shared, collaborative, and team leadership:

Participants

show enough engagement to invest some of their own time and money to make a difference, such as taking the initiative to learn new technology that would help the group. Known as active followers

Consensus leaders

strive for consensus, encourage group discussion about an issue and then make a decision that reflects general agreement and that group members will support:

Entrepreneurial leadership

strong achievement drive and sensible risk taking, high degree of enthusiasm and creativity, typical pattern of being proactive, tendency to act quickly when opportunity arises, visionary perspective combined with tenacity, dislike of hierarchy and bureaucracy, preference for dealing with external customers, and eye on the future:

Diehards

super-engaged to the point that they are willing to go down for their own cause, or willing to oust the leader if they feel he or she is headed in the wrong direction. Strong tendency to be a whistle blower

Supportive

tasks are frustrating and stressful, plus group members are apprehensive

Participative

tasks are non-repetitive and group members are capable and motivated

Directive

tasks are unclear

Achievement-oriented

tasks are unique or entrepreneurial and group members are competent and committed

Team Builder

team is recognized for accomplishments (letter of appreciation), contribute to group morale (parties and sponsoring sports teams), periodic staff meetings

Leadership

the ability to inspire confidence and support among the people who are needed to achieve organizational goals:

Practical intelligence

the ability to solve everyday problems by using experience-based knowledge to adapt to and shape the environment:

Farsightedness

the ability to understand the long-range implications of actions and policies:

Consideration

the degree to which the leader creates an environment of emotional support, warmth, friendliness, and trust.

Self-management

the key to being a good follower is to think for one-self and to work well without close supervision.

Negotiator

trying to make deals with others for needed resources; bargaining with superiors, other units, suppliers and vendors, and job candidates:

Socialized power motive

used power to help others. Use power primarily to achieve organizational goals or a vision. Less defensive and more willing to accept expert advice. Longer range perspectives:

Pygmalion effect

when performance is measured against high standards, productivity is likely to increase, since people tend to live up to the expectations of their superiors:

Professional norms

workers who incorporate strong professional norms often require a minimum of supervision and leadership