Management Chapter 14 – Flashcards

False

true

productivity

false

lets followers know exactly what is expected and gives them guidelines and standards to do so

friendly and approachable leader who shows concern

leader consults employees for their suggestions and input before making decisions

leadership style in which the leader sets challenging goals and has high expectations

true

False

the degree in which the leader is able to hire, fire, reward and punish workers

authority-compliance

directive, supportive, participative, achievement-oriented

high concern for people low concern for production

low concern for people and production

low concern for people high concern for production

high concern for people and production

moderate concern for people and production

It involves creating a friendly climate for employees.

Managers are concerned with how to get things done, while leaders are concerned with what gets done.

true

transactional leadership

subordinates are likely to disagree or end up in conflict over the decision.

suggest how leaders can determined an appropriate amount of employee participation when making decisions

false

true

True

false

false

true

false

false, this is the contingency theory

false, this is positioning power

in order to max performance, leaders must be matched to a situation that best fits their leadership style (fiddlers)

leaders can increase satisfaction by setting clear paths and goals and ways to meet them

how leaders can determine appropriate amount of employee participation when making decisions

false

false, participative leadership

True

false

use information available at the time the leader solves the problem and makes the decision

leader gets needed info then selects a solution. doesn't need to share with employees the problem

shares the problem and gets ideas and suggestions. individual basis

leader shares problem gets ideas and then makes decision that may or may not reflect input. group setting

leader acts as facilitator and only accepts solon that has entire group support

false

true

Managers are concerned with how to get things done, while leaders are concerned with what gets done.

drive

Initiating structure

consideration

country club management

Contingency theory

relationship-oriented

Task structure

position power

position power

It involves letting employees know precisely what is expected of them.

Achievement-oriented

normative decision theory

The leader shares the problem and gets ideas and suggestions from relevant employees on an individual basis.

transformational leadership

leadership styles and their differences, power and influence, dinner conversation " i would hope they want us all to know why"

MERCHANT OF HOPE

leaders do the right thing, vision mission goals and objective, long term view, inspire and motivate people, concerned with ends and what gets done

Women tend to have more leadership traits than men, but hold fewer leadership positions CEOs believe this may be because women lack significant general management experience, and have not been around long enough to be selected Women believe that male stereotyping and exclusion from important informal networks contribute to the problem Other reasons may be because women are not willing to compete as hard as men, or make the necessary personal sacrifices

Initiating structure is the degree to which a leader structures the roles of followers by setting goals, giving directions, setting deadlines, and assigning tasks. A leader's ability to initiate structure primarily affects subordinates' job performance.

Consideration is the extent to which a leader is friendly, approachable, and supportive and shows concern for employees. Consideration primarily affects subordinates' job satisfaction.

Blake and Mouton used two leadership behaviors, concern for people (i.e., consideration) and concern for production (i.e., initiating structure), to categorize five different leadership styles. Both behaviors are rated on a 9-point scale, with 1 representing "low" and 9 representing "high." Blake and Mouton suggest that a "high-high," or 9, 9 leadership style is the best. They call this style team management because leaders who use it display a high concern for people (9) and a high concern for production (9). By contrast, leaders use a 9, 1 authority-compliance leadership style when they have a high concern for production and a low concern for people. A 1, 9 country club style occurs when leaders care about having a friendly, enjoyable work environment but don't really pay much attention to production or performance. The worst leadership style, according to the grid, is the 1, 1 impoverished leader, who shows little concern for people or production and does the bare minimum needed to keep his or her job. Finally, the 5, 5 middle-of-the-road style occurs when leaders show a moderate amount of concern for both people and production. Is the team management style, with a high concern for production and a high concern for people, the best leadership style? Logically, it would seem so. Why wouldn't you want to show high concern for both people and production? Nonetheless, nearly 50 years of research indicates that there isn't one best leadership style. The best leadership style depends on the situation. In other words, no one leadership behavior by itself and no one combination of leadership behaviors works well across all situations and employees.

states that in order to maximize work group performance, leaders must be matched to the right leadership situation. More specifically, the first basic assumption of Fiedler's theory is that leaders are effective when the work groups they lead perform well. Second, Fiedler assumes that leaders are generally unable to change their leadership styles and that they will be more effective when their styles are matched to the proper situation. Third, Fiedler assumes that the favorableness of a situation for a leader depends on the degree to which the situation permits the leader to influence the behavior of group members. Fiedler's third assumption is consistent with our definition of leadership as the process of influencing others to achieve group or organizational goals.

1. Leaders are effective when the work group they lead performs well. 2. Leaders are generally unable to change their leadership styles, and they will be more effective when their styles are matched to the proper situation. 3. The favorableness of a situation permits the leader to influence the behavior of group members.

leader-member relations, which refers to how well followers respect, trust, and like their leaders. When leader-member relations are good, followers trust the leader and there is a friendly work atmosphere.

Relationship-oriented leaders with high LPC scores were better leaders (i.e., their groups performed more effectively) under moderately favorable situations. In moderately favorable situations, the leader may be liked somewhat, tasks may be somewhat structured, and the leader may have some position power. In this situation, a relationship-oriented leader improves leader-member relations, which is the most important of the three situational factors. In turn, morale and performance improve. By contrast, as Exhibit 12.6 shows, task-oriented leaders with low LPC scores are better leaders in highly favorable and unfavorable situations. Task-oriented leaders do well in favorable situations where leaders are liked, tasks are structured, and the leader has the power to hire, fire, reward, and punish. In these favorable situations, task-oriented leaders effectively step on the gas of a well-tuned car. Their focus on performance sets the goal for the group, which then charges forward to meet it. But task-oriented leaders also do well in unfavorable situations where leaders are disliked, tasks are unstructured, and the leader doesn't have the power to hire, fire, reward, and punish. In these unfavorable situations, the task-oriented leader sets goals, which focus attention on performance and clarify what needs to be done, thus overcoming low task structure. This is enough to jump-start performance even if workers don't like or trust the leader. People with moderate LPC scores, who can be somewhat relationship-oriented or somewhat task-oriented, tend to do fairly well in all situations because they can adapt their behavior. Typically, though, they don't perform quite as well as relationship-oriented or task-oriented leaders whose leadership styles are well matched to the situation.

leaders cant change their leadership style so you need to match them correctly or teach them how to change situational favorableness

path goal theory assumes that leaders can change and adapt their leadership styles

specific guidelines

approachable

consult and inclusive

here are the goals, get them done

1. perceived ability 2. experience 3. locus of control

Externals, on the other hand, believe that what happens to them is caused by external forces beyond their control. Accordingly, externals are much more comfortable with a directive leadership style, whereas internals greatly prefer a participative leadership style because they like to have a say in what goes on at work.

task structure, formal authority system, primary work group

Primary work group refers to the amount of work-oriented participation or emotional support that is provided by an employee's immediate work group. Participative leadership should be used when tasks are complex and there is little existing work-oriented participation in the primary work group. When tasks are stressful, frustrating, or repetitive, supportive leadership is called for.

Unlike nearly all of the other leadership theories discussed in this chapter, which have specified leadership styles, the normative decision theory specifies five different decision styles, or ways of making decisions. (Refer back to Chapter 5 for a more complete review of decision making in organizations.) As shown in Exhibit 14-6, those styles vary from autocratic decisions (AI or AII) on the left, in which leaders make the decisions by themselves, to consultative decisions (CI or CII), in which leaders share problems with subordinates but still make the decisions themselves, to group decisions (GII) on the right, in which leaders share the problems with subordinates and then have the group make the decisions. GE Aircraft Engines in Durham, North Carolina, uses the normative approach to decision making. According to Fast Company magazine, "At GE/Durham, every decision is either an 'A' decision, a 'B' decision, or a 'C' decision. An 'A' decision is one that the plant manager makes herself, without consulting anyone." Plant manager Paula Sims says, "I don't make very many of those, and when I do make one, everyone at the plant knows it. I make maybe 10 or 12 a year." "B" decisions are also made by the plant manager, but with input from the people affected. "C" decisions, the most common type, are made by consensus, by the people directly involved, with plenty of discussion. With "C" decisions, the view of the plant manager doesn't necessarily carry more weight than the views of those affected."

Charismatic leaders have strong, confident, dynamic personalities that attract followers and enable the leaders to create strong bonds with their followers. Followers trust charismatic leaders, are loyal to them, and are inspired to work toward the accomplishment of the leader's vision. Followers who become devoted to charismatic leaders may go to extraordinary lengths to please them. Therefore, we can define charismatic leadership as the behavioral tendencies and personal characteristics of leaders that create an exceptionally strong relationship between them and their followers. Charismatic leaders also • Articulate a clear vision for the future that is based on strongly held values or morals; • Model those values by acting in a way consistent with the vision; • Communicate high performance expectations to followers; and • Display confidence in followers' abilities to achieve the vision

Ethical charismatics provide developmental opportunities for followers, are open to positive and negative feedback, recognize others' contributions, share information, and have moral standards that emphasize the larger interests of the group, organization, or society. Unethical charismatics control and manipulate followers, do what is best for themselves instead of their organizations, want to hear only positive feedback, share information that is only beneficial to themselves, and have moral standards that put their interests before everyone else's.