MHR Quiz and Unit 6 Terms - Leadership

does path goal theory work

1. use more than one style of leadership 2. help employees achieve goals 3. modify your leadership style to fit various employee and environmental characteristics

According to the Fiedler's theory, a moderate-control situation favors a ____________ leader. - laissez-faire - relationship-motivated - charismatic - consultative - task-motivated

Relationship-oriented leadership should be most effective in situations of moderate control (situations IV-VII in Figure 13.2).

Research has shown that men and women are equally assertive. T/F

True

transformational leader behavior is first influenced by

both individual and organizational characteristics

leaders need

cognitive abilities interpersonal skills business skills strategic skills

relationship-oriented leader behavior

consideration empowerment servant-leadership

out-group exchange

creating more formality in expectations and rewards low LMX relationships tend to focus on the economic exchange between leaders and followers. more formal and revolves around only negotiation the relationship between performance and pay no sense of mutual trust, respect, liking, common fate

in-group exchange

creating trust and mutual obligation high LMX relationships are characterized by a partnership of reciprocal influence, mutual trust, respect, and liking, and a sense of common fates. become more social over time

leadership

defined as "a process whereby an individual influences a group of individuals to achieve a common goal"

Fiedler believed leaders had one

dominant or natural style that is resistant to change

when task oriented leadership is best/most effective

either in high control or low control situations

problems arising from situational theories

employees may not feel like they are among the leader's in-group (partnership characterized by mutual trust, respect, and liking)

positive interpersonal attributes

extraversion agreeableness communication skills emotional intelligence

negative interpersonal attributes

narcissism machiavellianism psychopathy

task structure

amount of structure contained within tasks performed by the work group

trait approach

attempts to identify personality characteristics or interpersonal attributes that can be used to differentiate leaders from followers

leader-member exchange (LMX) theory

based on the assumption that leaders develop unique one-to-one relationships with each of the people reporting to them this relationship is called a vertical dyad

individualized consideration

behaviors associated with providing support, encouragement, empowerment, and coaching to employees

intellectual stimulation

behaviors that encourage employees to question the status quo and seek innovative and creative solutions to organizational problems

position power

the degree to which the leader has formal power to reward, punish, or otherwise obtain compliance from employees

empowering leadership

the extent to which a leader creates perceptions of psychological empowerment in others

leader member relations

the extent to which the leader has the support, loyalty, and trust of the work group

inspirational motivation

the use of charisma, involves establishing an attractive vision of the future, the use of emotional arguments, and exhibition of optimism and enthusiasm

Jim is the daytime supervisor for an automobile assembly line. He supervises 45 workers who perform routine jobs that require minimal training. Which of the following statements would indicate that Jim is following the path-goal model of leadership? - Jim has a certain idea about how he should behave as a leader and what he should do for his team of workers. - Jim's leadership skills are most effective when applied to match the characteristics of the situation at hand. - Jim wants to develop a partnership with his team illustrated by reciprocal influence, mutual trust, respect and liking, and a sense of common fates. - Jim does not feel like taking responsibility for leading his team since their jobs require minimal training. - Jim likes to provide the guidance and support needed by employees and ties meaningful rewards to accomplishment of objectives.

- Jim likes to provide the guidance and support needed by employees and ties meaningful rewards to accomplishment of objectives. The path-goal theory holds that leader behaviors are effective when employees view them as a source of satisfaction or as paving the way to future satisfaction. Leaders are expected to do this by (1) reducing roadblocks that interfere with goal accomplishment, (2) providing the guidance and support needed by employees, and (3) linking meaningful rewards to goal accomplishment.

house's leadership behaviors

1. path-goal-clarifying 2.achievement-oriented 3. work-facilitation 4. supportive 5. interaction facilitation 6. group oriented decision making 7. representation and networking 8. value based

leaders want followers who are

1. productive 2. reliable 3. honest 4. cooperative 5. proactive 6. flexible

followers want leaders who provide

1. significance 2. community 3. excitement

Jim is the daytime supervisor for an automobile assembly line. He supervises 45 workers who perform routine jobs that require minimal training. Which of the following statements would indicate that Jim is following the servant-leadership model of leadership? - Jim sets goals, monitors progress toward goal achievement, and rewards and punishes people for their level of goal accomplishment. - Jim refrains from engaging in self-serving behaviors that hurt others and focuses on increased service to others rather than to himself. - Jim seeks to develop leadership in others and focuses on objectives that surpass the immediate needs of the group. - Jim wants to develop a partnership with his team illustrated by reciprocal influence, mutual trust, respect and liking, and a sense of common fates. - Jim likes to provide the guidance and support needed by employees and ties meaningful rewards to completion of objectives.

- Jim refrains from engaging in self-serving behaviors that hurt others and focuses on increased service to others rather than to himself. Servant-leadership focuses on increased service to others rather than to oneself. Because the focus of servant-leadership is serving others over self-interest, servant-leaders are less likely to engage in self-serving behaviors that hurt others.

Jim is the daytime supervisor for an automobile assembly line. He supervises 45 workers who perform routine jobs that require minimal training. Which of the following statements would indicate that Jim is following the transactional model of leadership? - Jim sets goals, monitors progress toward goal achievement, and rewards and punishes people for their level of goal accomplishment. - Jim likes to provide the guidance and support needed by employees and ties meaningful rewards to completion of objectives. - Jim wants to develop a partnership with his team illustrated by reciprocal influence, mutual trust, respect and liking, and a sense of common fates. - Jim has a certain idea about how he should behave as a leader and what he should do for his team of workers. - Jim's leadership skills are most effective when applied to match the characteristics of the situation at hand.

- Jim sets goals, monitors progress toward goal achievement, and rewards and punishes people for their level of goal accomplishment. Transactional leadership focuses on clarifying employees' role and task requirements and providing followers with positive and negative rewards contingent on performance.

Jim is the daytime supervisor for an automobile assembly line. He supervises 45 people who perform relatively routine jobs that require minimal training. The shop is unionized, so Jim has little latitude when it comes to dismissing poor performers. However, he does have the authority to transfer employees and has been known to reassign poor performers to less desirable jobs on the assembly line. Jim has a reputation for only transferring employees with just cause, and generally is viewed as a fair supervisor by his employees. Although he would like greater autonomy to determine salaries, Jim generally divides bonuses and raises equally among his employees. To do otherwise would likely create conflict with union members and representatives. According to Fiedler's model, how would Jim's leader-member relations be described? - moderate - poor - nonexistent - absolute - good

- good Leader-member relations reflect the extent to which the leader has the support, loyalty, and trust of the work group. This dimension is the most important component of situational control. Good leader-member relations suggest that the leader can depend on the group, thus ensuring that the work group will try to meet the leader's goals and objectives.

Joaquin is usually the first one to volunteer at the weekly team meetings to take on additional tasks like taking notes for the meeting. Joaquin would probably be categorized as a(n): - independent - helper - partisan - rebel - diplomat

- helper helpers show deference to and comply with the leadership

Jim is the daytime supervisor for an automobile assembly line. He supervises 45 people who perform relatively routine jobs that require minimal training. The shop is unionized, so Jim has little latitude when it comes to dismissing poor performers. However, he does have the authority to transfer employees and has been known to reassign poor performers to less desirable jobs on the assembly line. Jim has a reputation for only transferring employees with just cause, and generally is viewed as a fair supervisor by his employees. Although he would like greater autonomy to determine salaries, Jim generally divides bonuses and raises equally among his employees. To do otherwise would likely create conflict with union members and representatives. According to Fiedler's model, what would the task structure of Jim's employees be considered? - low - high - nonexistent - medium - absolute

- high Task structure is concerned with the amount of structure contained within tasks performed by the work group. For example, a managerial job contains less structure than that of a bank teller. Because structured tasks have guidelines for how the job should be completed, the leader has more control and influence over employees performing such tasks. This dimension is the second most important component of situational control.

Jim is the daytime supervisor for an automobile assembly line. He supervises 45 people who perform relatively routine jobs that require minimal training. The shop is unionized, so Jim has little latitude when it comes to dismissing poor performers. However, he does have the authority to transfer employees and has been known to reassign poor performers to less desirable jobs on the assembly line. Jim has a reputation for only transferring employees with just cause, and generally is viewed as a fair supervisor by his employees. Although he would like greater autonomy to determine salaries, Jim generally divides bonuses and raises equally among his employees. To do otherwise would likely create conflict with union members and representatives. According to Fiedler's Contingency Model, how would you characterize the level of situational control in these circumstances? - absolute - high - moderate - negligible - low

- high This is a high-control situation because leader-member relations are good, task structure is high, and position power is weak.

When a leader says to subordinates, in essence, "let me provide tangible support to help you reach your goals," he or she is engaging in: - idealized influence - charismatic behavior - individualized consideration - inspirational motivation

- individualized consideration Individual consideration entails behaviors associated with providing support, encouragement, empowerment, and coaching to employees.

how to become a better follower:

1. understand boss 2. understand own style, needs goals.... 3. differences in understandings 4. build on mutual strengths and adjust to differences 5. recognize conflict 6. enhance success

In which of the following situations would a leader's situational control be considered low? - Leader-member relations good; task structure low; position power weak - Leader-member relations good; task structure high; position power weak -Leader-member relations poor; task structure low; position power weak - Leader-member relations poor; task structure high; position power strong - Leader-member relations poor; task structure low; position power strong

- leader-member relations poor, the task structure is low, and the position power is weak

Which of the following is not a positive trait that sets Jack Ma apart as a leadeR? - machiavellianism - high levels of energy and activity - task - related knowledge - self-confidence - intelligence

- machiavellianism

leaders like Jack Ma lead for _____ by inspiring their employees and modeling desired behaviors. - meaningfulness - competence - choice - progress - self-determination

- meaningfulness

Jim is the daytime supervisor for an automobile assembly line. He supervises 45 people who perform relatively routine jobs that require minimal training. The shop is unionized, so Jim has little latitude when it comes to dismissing poor performers. However, he does have the authority to transfer employees and has been known to reassign poor performers to less desirable jobs on the assembly line. Jim has a reputation for only transferring employees with just cause, and generally is viewed as a fair supervisor by his employees. Although he would like greater autonomy to determine salaries, Jim generally divides bonuses and raises equally among his employees. To do otherwise would likely create conflict with union members and representatives. According to Fiedler's model, how would Jim's position power be described? - expert - political - weak - moderate - strong

- weak Position power refers to the degree to which the leader has formal power to reward, punish, or otherwise obtain compliance from employees.

When a leader is planning, scheduling, organizing, and coordinating work, he or she is engaging in ________ behaviors. - work-facilitation - supportive - achievement-oriented - path-goal clarifying - interaction-facilitation

- work-facilitation Table 13.4 identifies work-facilitation behaviors as planning, scheduling, organizing, and coordinating work.

takeaways from trait theory

1. can it ignore the implications of leadership traits 2. positive and dark side traits provide guidance in avoiding and cultivation of certain traits 3. orgs want to include personality and trait assessments in selection and promotion processes 4. need to develop a global mind set

what is effective leadership ?

1. content evaluation - what criteria are being used 2. the level of the evaluation - at what level are the criteria being measured 3. the rater's perspective - who is doing the evaluation

emotional intelligence in leadership effectiveness

1. emotional intelligence is an input to transformational leadership 2. emotional intelligence has a small, positive, and significant association with leadership effectiveness

three types of followers

1. helpers 2. independents 3. rebels also diplomats, partisans, and counselors

applying situational theories steps

1. identify important outcomes 2. identify relevant leadership behaviors 3. identify situational conditions 4. match leadership to the conditions at hand 5. determine how to make the match

key behaviors of transformational leaders

1. inspirational motivation 2. idealized influence 3. individualized influence 4. intellectual simulation

core traits possessed by leaders that differentiate them from followers

1. intelligence 2. dominance 3. self-confidence 4. level of energy and activity 5. task-relevant knowledge

takeaways from behavior styles theory

1. leader behavior is more important than leader traits when it comes to effectiveness 2. leader behaviors can be systematically improved and developed 3. no one best style of leadership

three dimensions of situational control

1. leader member relations 2. task structure 3. position power

takeaways from Fiedler's model

1. leadership effectiveness goes beyond traits and behaviors 2. organizations should attempt to hire or promote people whose leadership styles fit or match situational demands 3. leaders need to modify their style to fit a situation

servant characteristics

1. listening 2. empath 3. healing 4. awareness 5. persuasion 6. conceptualization 7. foresight 8. stewardship 9. commitment to the growth of people 10. building community

integrated model of leadership

Demographics, knowledge and skills, task-oriented, and interpersonal attributes ----> leader behaviors + situational factors = leadership effectiveness task oriented and interpersonal attributes -----> leadership effectiveness

house's path-goal theory focuses primarily on a leader's charisma T/F

False Figure 13.3 shows that two contingency factors-employee characteristics and environmental factors-are expected to cause different leadership behaviors to be more effective than others.

Being a leader requires holding a formal position of authority T/F

False Note that you do not need to have a formal position of authority to be a leader.

In House's path-goal model, the only leader behaviors are task-motivated and relationship-motivated. T/F

False Figure 13.3 reveals that House has expanded the number of task- and relationship-oriented leader behaviors. Leader behaviors include path-goal clarifying, achievement oriented, work facilitation, supportive, interaction facilitation, group-oriented decision making, representation and networking, and value based.

two alternative situational theories:

Fiedler's contingency model house's path goal theory

Which of the following is not one of the key leader behaviors that are part of transformational leadership? - inspiration motivation - matching the behavior to the situation - idealized influence - individualized consideration - intellectual stimulation

Figure 13.4 provides a sketch of how transformational leaders rely on these four key leader behaviors (second column from left): inspirational motivation, idealized influence, individualized consideration, and intellectual stimulation.

In an in-group exchange, a leader is attempting to: -create more formality in expectations and rewards - inspire followers - create trust and mutual obligation - initiate structure - perform services to others

In an in-group exchange, a leader is creating trust and mutual obligation. High LMX relationships are characterized by a partnership of reciprocal influence, mutual trust, respect and liking and a sense of common fates. These relationships become more social over time.

The evaluation of a leader's effectiveness depends in part on who the evaluator is and what the evaluator wants. T/F

True Assessing leadership effectiveness entails consideration of three issues: what criteria are being used to assess effectiveness, at what level are the criteria being measured, and who is doing the evaluation?

Situational theories of leadership propose that the effectiveness of a particular leader style depends on the situation. T/F

True There is no one best style of leadership. The effectiveness of a particular leadership style depends on the situation at hand.

Although research and practitioners support the logic of situational leadership, the practical application of such theories has not been clearly developed. T/F

True Although researchers and practitioners support the logic of situational leadership, the practical application of such theories has not been clearly developed.

Research indicates that leadership prototypes have recently been changing to emphasize more feminine traits and styles that emphasize empowerment, fairness, compassion, and supportiveness. T/F

True Recent studies showed an emphasis on more feminine traits and styles that emphasize empowerment, fairness, compassion, and supportiveness.

does the quality of LMX matter?

YEs! less employee turnover and organizational citizenship and attitudinal outcomes are better!

transactional leadership

focuses on clarifying employees' role and task requirements and providing followers with positive and negative rewards contingent on performance also cover the fundamental managerial activities

servant leadership

focuses on increased service to others rather than oneself

how are LMX relationships formed

follower characteristics leader characteristics higher LMX relationships come from both categories with higher extraversion and agreeableness

charisma

form of interpersonal attraction that inspires acceptance, devotion, and enthusiasm German sociologist Max Weber

laissez-faire leadership (passive)

general failure to take responsibility for leading

narcissism

having a "self-centered perspective, feelings of superiority, and a drive for personal power and glory"

least preferred coworker scale (LPC)

high LPC meant relationship leadership motivated low LPC meant task motivated style

path-goal theory

holds that leader behaviors are effective when employees view them as a source of satisfaction or as paving the way to future satisfaction by 1. reducing roadblocks that interfere with goal accomplishment 2. providing guidance and support needed by employees 3. linking meaningful rewards to goal accomplishment

behavior style approach

identify the unique behaviors displayed by effective leaders

two types of LMX relationships expected to evolved

in group exchange out group exchange

when relationship motivated leadership is best/most effective

in moderate-control situations

task oriented behaviors

initiating structure transactional leadership

positive task oriented traits:

intelligence, conscientiousness, open to experience, emotional stability

Fiedler's contingency model

it is based on the premise that a leader's effectiveness is contingent on the extent to which a leader's style fits or matches characteristics of the situation at hand

psychopathy

lack of concern for others, impulsive behavior, and a lack of remorse or guilt when one's actions harm others

consideration

leader behavior associated with creating mutual respect or trust and focuses on a concern for group members' needs and desires good to use in addition to task oriented because it promotes social interactions and identifications with team and leader

initiation structure

leader behavior that organizes and defines what group members should be doing to maximize output

moderate control

leader member relations: good task structure: low position power: weak

high control

leader-member relations: good task structure: high position power: weak

low control

leader-member relations: poor task structure: low position power: weak

key differences between leading and managing

managers typically perform functions associated with planning, investigating, organizing, and control leaders inspire others, provide emotional support, and try to get employees to rally around a common goal. Also creating a vision and strategic plan for the organization

men v women

men: more task leadership, women: more social leadership women: more democratic or participative style than men men: more autocratic and directive style than women men and women are equally assertive women executives scores hire on effectiveness when rated by peers, managers, and direct reports

leadership prototype

mental representation of the traits and behaviors that people believe are possessed by leaders change in prototypes: more feminine traits and styles that emphasize empowerment, fairness, compassion, and supportiveness reduces bias and discrimination against women in leadership roles

OB

organizational behavior

implicit leadership theory

people have beliefs about how leaders should behave and what they should do to their followers

situational theories

propose that the effectiveness of a particular style of leader behavior depends on the situation

psychological empowerment

reflects employees' belief that they have control over their work leaders increase this by enhancing 1. self-determination or choice 2. competence 3. impact 4. meaning

In empowering employees, to lead for competence, managers should: - monitor and reward employees - support and coach employees - help employees identify their passions at work - inspire subordinates -delegate important tasks

support and coach employees leading for competence involves supporting and coaching employees

idealized influence

to instill pride, respect, and trust within employees

transformational leaders

transform followers to pursue organizational goals over self-interests more susceptible to managerial influence organizational culture influences the extent to which leaders are transformational, need a more flexible and adaptive culture use of transformational leadership creates positive effects on followers and work groups that lead to positive outcomes in the individual, group, and org performance

female leaders also found to use

transformational leadership more than males

effectiveness under path goal theory

two contingency factors: employee characteristics and environmental factors are expected to cause different leadership behaviors to be more effective than others employee characteristics: locus of control, task ability, need for achievement, experience, and need for clarity environmental factors: task structure ( independent versus interdependent tasks) and work group dynamics

machiavellianism

use of manipulation, a cynical view of human nature (all people who lie get what they want), a moral code that puts results over principals (you have to cheat to get ahead)