buad-leadership – Flashcards
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a leader is considered a ...
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visionary
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management
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Use of authority inherent in designated formal rank to obtain compliance from organizational members
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management focus
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More focused on efficiency, implementation, managing day-to-day activities
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charasmatic theories refer to
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uppper level
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Measurement of leadership effectiveness
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botton line--> stock price, employee satisfaction
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who do you refer to to measure effectivness
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1. subordinates 2. objective indictors
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Traits Theories of Leadership
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Theories that consider personality, social, physical, or intellectual traits to differentiate leaders from non-leaders.
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3 Leadership Traits from Big 5:
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Extraversion Conscientiousness Openness to Experience
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other traits correlated with good leadership (2)
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-Self-efficacy/Confidence -Emotional Intelligence (empathy)
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Traits that do predict leadership dont explain
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do not explain substantial amounts of variance
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traits theories are better predictors of
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appearance of leadership (leader emergence) than distinguishing b/t effective and ineffective leaders
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Behavioral Theories of Leadership
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Theories proposing that specific behaviors differentiate leaders from non-leaders
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Differences between trait and behavioral theories of leadership:
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Trait theory: leadership is inherent Behavioral theory: leadership is a skill set and can be taught to anyone
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Important Behavioral Studies
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ohio and michigan
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2 dimensions of leadership for ohio
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Initiating structure Consideration
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2 dimensions of leadership for michigan
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Employee-oriented Production-oriented
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Initiating structure/production-orientation effects
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performance
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Consideration/employee-orientation effects
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satisfaction
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consideration
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attention to personal component--> morale, well being
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initiation structure=
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production oriented
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consideration=
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employee oriented
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universal perspectives
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behavioral and trait theories- does take situation into consideration
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Contingency Theories
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While trait and behavior theories do help us understand leadership, an important component is missing: the leader's environment or situation (context)
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3 key contingency theories
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1. Fiedler's Model 2. Hersey and Blanchard's Situational Leadership Theory 3. Path-Goal Theory
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contingency theories similar how
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focus on leader and context
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contingency theories differ how
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in terms of what variables about leader/context they consider
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Fiedler Model
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Effective group performance depends on the proper match between leadership style and the degree to which the situation gives the leader control (situational control)
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how is leadership assessed in fiedler model
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assessed by LPC scale and Assumes that leadership style (based on orientation revealed in LPC questionnaire) is fixed
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fiedler model considers what 3 factors
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leader member relations task structure position power
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leader member relations
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degree of confidence and trust in the leader
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task structure
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degree of structure in job assignments
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position power
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leader's ability to hire, fire, and reward
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Effective leadership under fiedler model requires what
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match between leadership style and situational control must have a leader who fits the situation or change the situation to fit the leader's style
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Fiedler's Model: The Leader
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Leader's Style is Fixed & Can be Measured by the Least Preferred Co-Worker (LPC) Questionnaire
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Least Preferred Co-Worker (LPC) Questionnaire
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The way in which a leader evaluates a co-worker that they least enjoyed working with indicates whether the leader is task- or relationship-oriented
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low LPC
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task oriented
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high LPC
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relationship oriented
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Graphic Representation of Fiedler's Model
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leadership performance based on amount of control
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favorable control- what type of leader best?
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task oriented
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moderate control- leadership besy?
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relationship oriented
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unfavorable control-leadership best?
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task orienteed
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Positives fiedlers model
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Considerable evidence supports the model, especially if the original eight situations are grouped into three (high, moderate and low control)
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Problems fiedler model (3)
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1. The logic behind the LPC scale is not well understood 2. LPC scores are not stable 3. Contingency variables are complex and difficult for practitioners to assess
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Situational Leadership Theory
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A model that focuses on follower "readiness"
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readiness
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"Readiness" is the extent to which people have the ability and willingness to accomplish a specific task
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leadership behavior for: unable and unwilling
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give clear and specific directions
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leadership behavior for: unable and willing
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display high task orientation and relationship orientation
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leadership behavior for: able and unwilling
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use a supportive and participatory style
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leadership behavior for: able and willing
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diesnt need to do much
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readiness is considered
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contingency vairbale
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House's Path-Goal Theory
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Leaders provide followers with information, support, and resources to help them achieve their goals by helping clarity path to workers goals
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house path goal builds on what
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ohio state theory
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4 leadership styles
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directive supportive participative achievment
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directive
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focuses on the work to be done
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supportive
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focuses on the well-being of the worker
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participative
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consults with employees in decision making
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achievement
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sets challenging goals
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path goal contingency variables
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environmental and subordinate
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environmental contingency (3)
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task structure formal authority work group
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subordinate contingency factors (3)
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locus of control experience perceived ability
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Leader-Member Exchange (LMX) Theory
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in groups and outgroups
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ingroups (3)
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- In the leader's inner circle of communication -Receive more time and attention from leader -Receive greater responsibility and rewards
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outgroups (3)
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-Managed by formal rules and policies -Receive less of leader's attention/fewer exchanges -More likely to retaliate against organization
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What determines in vs. out group placement? (2)
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-demographic and deep level diversity characteristics -employee competence
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Employees with high LMX (3)
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-Higher performance -Higher OCB -Higher satisfaction with supervisor
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Charismatic Leadership
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Followers attribute heroic or extraordinary leadership abilities when certain behavior is observed
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4 characteristics of charismatic leadership
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1. vision 2. extraordinary behavior 3. sensitivity to follower needs 4. personal risk
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4 steps in how charismatic leaders influence others
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1. articulate vision 2. create a vision statement 3. create a new set of values consistent with vision 4. demonstrate the vision by example
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Charismatic leadership has found to be correlated with what 2 things
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1. high performance and satisfaction among followers 2. Greater organizational profitability
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when is charismatic leadership most effective (3)
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1. During crisis situations 2. In times of high stress and uncertainty 3. At higher levels in the organization
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what is the dark side of charismatic leadership
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unethical or legal behavior because leaders into it too much for themselves
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Transactional leaders
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guide followers to goal accomplishment by clarifying role and task requirements *more managerial, day to day
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Transformational leaders
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Inspire followers to transcend their self-interests for the good of the organization; capable of having profound and extraordinary effect on followers
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4 aspects of transactional
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1. Contingent Reward 2. Management by Exception (active) 3. Management by Exception (passive) 4. Laissez-Faire
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Management by Exception (active)
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monitor and correct before deviation
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Management by Exception (passive)
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only monitor outcome, move in after the fact
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4 aspects of transformational leadership
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1. Idealized Influence 2. Inspirational Motivation 3. Intellectual Stimulation 4. Individualized Consideration
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Idealized influence
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Provides vision, instills pride in organization, gains follower respect and trust
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Inspirational Motivation
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Communicates high expectations for performance and provides meaning and challenge
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Intellectual Stimulation
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Promotes intelligence, rationality, careful problem solving with an emphasis on creativity and innovation
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Individualized Consideration
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Mentor, coach
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Full Range of Leadership Model combines what
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Combines transactional and transformational approaches
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Full Range of Leadership Model styles
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Leadership styles listed from passive to very active
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Leadership styles listed from passive to very active
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1. laissez-faire 2. management by exception 3. contingent reward 4. individualized consideration 5. intellectual consideration 6. intellectual stimulation 7. inpirational motivation 8. idealized influence
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The ineffective styles are mostly
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transactional
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Most effective form of leadership involves
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influencing followers to perform above expectation and transcend their self-interest for sake of organization
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Transformational Leadership effectivness (4)
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1. Higher satisfaction 2. Higher effort and individual performance 3. Lower turnover and absenteeism 4. Higher organizational-level performance
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Trust
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psychological state that exists when one agrees to make self vulnerable to another because one has positive expectations about how things are going to turn out
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primary attribute
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associated with leadership
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transformational training
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can train people to be more of a transformational leader
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3 characteristics of trustworthiness
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integrity benevolence ability
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individual difference variable of trust
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propensity of trust
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having trust leads to
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1. risk taking 2. information sharing 3. group effectiveness 4. productivity
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Trust Propensity
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how likely a particular employee is to trust a leade
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how do people trust more (2)
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1. time 2. more competent people
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Leaders who break the psychological contract with workers, find employees are ... (4)
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1. less satisfied and committed 2. higher turnover 3. lower OCB 4. lower performance
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2 functions of mentoring relationship
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career psychosocial
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career functions (5)
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1. lobbying to give challenging/visible assignments 2. coaching 3. exposure to influential individuals 4. sponsoring subord. for advances/promos 5. act as sounding board
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psychosocial functions (4)
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1. counseling to boost self confidence 2. share personal experience 3. friendship and acceptance 4. be role model
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Substitutes for Leadership
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Aspects of the work setting and the people involved that can reduce the need for a leader's personal involvement
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3 Possible leadership substitutes
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1. subordinate characteristics 2. task characteristics 3. organizational characteristics
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Subordinate characteristics
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professionalism, training/experience
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Task characteristics
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highly structured, automatic feedback
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Organizational characteristics
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group cohesiveness, explicit goals, rules and procedures
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conductor video: importance of contingency view
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1. no 1 correct style of leadership 2. all work well in some situations -ex: muti
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muti
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although initiated alot of structure, lacks consideration and therefore asked to resign because less consideration leads to less satisfaction even though structure lead to higher performance
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transactional conductor
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directive, less room for creativity
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conductor video: path goal
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some leadership styles (directive) are ineffective due to situational context aka expertise ability of subordinates
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conductor video: leader job
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set stage and enable other to perform well, allow for development/creativity
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conductor video: bernstien
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"doing without doing" calm and relaxed -- exercises control in a subtle way
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