MGT 390 - Chapter 12

1. Envisioning 2. Self-understanding 3. Empowerment 4. Effective communication 5. Skilled in the Art and Science of Persuasion

5 competencies of effective Leaders? all soft skills

Participating

Able but Unwilling followers. Leaders share ideas and facilitate decision-making. Low task behaviors and High relationship behaviors.

Defining the Situation for Fielder's CT: -Leader-member Relations -Task structure -Position Power

After assessing leadership style, it is necessary to match the leader with the situation. 3 dimensions

-Articulating an appealing vision -Communicate high performance expectations and expresses confidence that followers can attain them -Conveys, through words or actions, a new set of values, and, by his own behavior, sets an example for his followers to imitate. -Makes self-sacrifices and engages in unconventional behavior to demonstrate courage and convictions about the vision.

Charismatic Leaders influence followers by:

Participative leadership

Consulting with employees and seriously considering their ideas when making decisions

exhibits traits associated with: -intelligence -masculinity -dominance

Contemporary findings show that people tend to perceive that someone is a leader when he or she?

Employee: Skill and experience & Locus of Control Envir: Task Structure (routine or non-routine) and Team Dynamics (norms and cohesion)

Contingencies for Path-goal theory ex: use directive style when skills and experience are low; locus of control is external; task structure is non-routine and team dynamics exhibit negative norms

consideration

Degree of concern for others. includes concern for the comfort, status, satisfaction, and well-being of subordinates. A leader who is high in thus helps subordinates with personal problems, is friendly and approachable, and treats all subordinates as equals.

Initiating structure

Degree of desired organization & structure. Includes behavior that attempts to organize work, goals, and work relationships. The leader high in this could be described in terms such as "assigns group member to particular task" or "emphasizes the meeting of deadlines."

Laissez-Faire Style

Entails a hands off approach. Abdicates the authority and responsibility of the position, and this style often results in chaos. Causes role ambiguity for its followers because the leader fails to clearly define goals, responsibility, and outcomes.

Identifying leadership style

Fiedler created the LPC questionnaire for this purpose. a key factor in leadership success is the individual's basic leadership style

-They have a vision & effectively communicate it -Are willing to take personal risks to achieve that vision -Are sensitive to environmental constraints -Are sensitive to follower needs -Exhibit unconventional behaviors that are out of the ordinary

Five Characteristics of Charismatic Leaders include:

Vroom-Yetton-Jago Normative Decision Model: -Decide -consult individually -Consult group -facilitate -Delegate

Helps leaders and managers determine the appropriate level of employee participation in decision making. The model recognizes the benefits of authoritative, democratic, and consultative styles of leadership behavior. 5 forms

suggested that leaders and followers vary by: -intelligence -dominance -self-confidence -level of energy and activity -task-relevant knowledge (i.e. expert knowledge)

Historical findings of trait leadership?

-credible -emotionally mature -employee-centered

People want their leaders to be what in contemporary findings?

-Leader-member relations are either good or poor -Task structure is either high or low -Position power is either strong or weak

The 2nd step in Fielders CT is to evaluate the situation in terms of these three contingency variables:

Leader-member Relations

The degree of confidence, trust, and respect members have in their leader. Better this means the more highly structure the job.

Position Power

The degree of influence a leader has over power variables such as hiring, firing, discipline, promotions, and salary increases. The stronger this is the more control the leader has.

Task structure

The degree to which the job assignments are structured or unstructured.

Decide

The manager makes the decision alone and either announces it or "sells" it to the group

Delegate

The manager permits the group to make the decision with the prescribed limits, providing needed resources and encouragement.

facilitate

The manager presents the problem to the group in a meeting, defining the problem and boundaries that surround the decision. The manager's ideas are not given more weight than other group members' idea, the objective is concurrence.

Consult group

The manager presents the problem to the group members in a meeting, gets their input, and then makes the decision.

consult individually

The manager presents the problem to the group members individually, gets their input, and then makes the decision.

transactional leaders

These kinds of leaders guide or motivate their followers in the direction of established goals by clarifying role and task requirements

Telling

Unable and Unwilling followers. Clear, specific directions for leaders. high task behaviors low relationship behaviors

Selling

Unable and willing followers. Leaders explain decisions & provide opportunity for clarification. High task and relationship behaviors.

Democratic Style

Uses interaction and collaboration with followers to direct work and the work environment. Followers have a high degree of discretionary influence, although the leader has the ultimate authority and responsibility.

-Autocratic -Democratic -Laissez-faire

What were Kurt Lewins 3 styles of behavioral leadership?

Autocratic Style

Which uses strong directive actions to control rules, regulations, activities, and relationships in the work environment. Followers have little discretionary influence over the nature of the work, its accomplishment, or other aspects of the work.

Delegating

Willing and able followers; leaders empower followers to make decisions. low task and relationship behaviors

Situational Leadership Model: -telling -selling -participating -delegating

a contingency theory that focuses on the followers. successful leadership is achieved by selecting the right leadership style, which is contingent on the level of the followers' readiness or maturity. The emphasis on the followers in leadership effectiveness reflects the reality that it is the followers who accept or reject the leader. 4 styles

Charismatic leadership

appears to be most appropriate when the follower's task has an ideological component or when the environment involves a high degree of stress and uncertainty. Cultivates dependent followers blindly led by the leader. Ex: Hitler

Trait model of leadership

assume that certain personal characteristics (physical, social background, personality) are inherent in good leaders. These findings are neither strong nor uniform. It is generally accepted that these have very limited success in identifying universal, distinguishing attributes of leaders.

Envisioning

creating a vision

-honest -forward-looking -inspiring -competent

credible leaders are?

Empowerment

delegate and let go

Employee-oriented (People-focused leaders)

emphasize personal relationships they cared about the needs of their subordinates and accepted individual differences among them.

Achievement-oriented leadership

encouraging employees to perform at their highest level by setting challenging goals, emphasizing excellence, and demonstrating confidence in employee abilities

Self-understanding

good leaders recognize their strengths and weaknesses and hire those who can help them overcome their weaknesses.

Transformational leadership

inspire followers to transcend their own self-interests for the good of the organization and are capable of having a profound and extraordinary effect on their followers They transform followers from being individualistic to collectivist. This is more than charisma. Leader attempts to instill in followers the ability to question established views to do what was previously thought impossible. build on top of transactional leaders. Ex: MLK

Production-oriented (Task-focused leaders)

leaders emphasize the technical or task aspects of the job. Their main concern was accomplishing their group's tasks, and the group members were a means to that end.

Development-oriented (Change-focused leaders)

leaders value experimentation, seeking out new ideas, and promote change.

Least Preferred Coworker (LPC)

measures whether a person is task or relationship-oriented. It asks respondents to describe the one person they least enjoyed working with by rating him or her on a scale of 1 to 8 for each of the 16 sets of contrasting adjectives. respondents answers determine their basic leadership style. (a high score) means the respondent is primarily interested in good personal relations with this coworker. A low score means the respondent is primarily interested in productivity and thus would be labeled task-oriented. 16% of respondents cannot be classified as either. Fiedler assumed that an individual's leadership style is fixed (no chameleons)

Relationship oriented leaders

perform best in moderate control situations

Task-oriented leaders

perform best in situations of high and low control

Directive leadership

providing guidance to employees about what should be done and how to do it, scheduling work, and maintaining standards of performance.

Effective communication

rally the troops; inspire

University of Michigan: -Employee-oriented -Production-oriented -Development-oriented (Scandinavian researchers)

researchers intended to identify characteristics of leaders that appeared to relate to measures of performance effectiveness. 3 dimensions

Charismatic Leadership

results when a leader uses the force of personal abilities and talents to have profound and extraordinary effects on followers. They stress symbolic and emotionally appealing leadership behaviors. They attempt to explain how certain leaders are able to achieve extraordinary levels of follower commitment. 5 characteristics

Supportive leadership

showing concern for the well-being and needs of employees, being friendly and approachable, and treating workers as equals

Ohio State researchers: -Initiating structure -consideration

starting in the 1940s they discovered that two categories accounted for most of the behavior of leaders.

House's Path-Goal Theory Supportive Participative Achievement-oriented Directive

suggests that subordinates will be motivated by a leader only to the extent they perceive this individual clarifies the path to help them reach valued goals. 4 styles

Leadership (function that the leader performs)

the ability to influence a group toward the achievement of goals. typically includes providing a vision that inspires others to greater accomplishments than would be achieved otherwise.

Fielder's Contingency Theory

the first comprehensive contingency model for leadership proposed that effective group performance depends upon the proper match between the leader's style and situational demands (principally the degree to which the situation gives control to the leader)