MAN 336 Exam 3

Trait theory of leadership

Trait theory of leadership

who? Identify common traits among successful leaders

• intelligence, energy, honesty

problems with trait theory

assumes leaders are born not made

limited predictive validity

researchers realized that the search for universal leadership traits was futile/useless

behavioral theory of leadership

what? analyze the behaviors of what effective leaders “do”

task-oriented

productivity tends to be HIGHER

structing the roles of subordinates

providing them with clear instructions

outlining group and individual goals

relationship-oriented

showing concern/empathy for employee feeling

personal interest in employee well-being

people are more satisfied and react more

problems with behavioral theories

limited research supports that merely demonstrating these behaviors improves leaders effectiveness

neglected the role of the environment

contingency theory of leadership

when? understand when certain behaviors work and when they don’t

problems with contingency theory

better predictive validity but still low

too formulaic, leadership is not simple

missing an important part of leadership

inspiration theory (contemporary)

why? understand why followers follow certain leaders

five contemporary theories

transformational

leader-member exchange

servant

authentic

courage

learn all of these from Shackleton

transformational leadership

inspire and excite followers to high levels of performance

aligning employee goals with leader goals; charisma

servant leadership

self-sacrificing devotion to followers

employees first; focus on ethics, community development, self-sacrifice

leader-member exchange

focus on building strong relationships with subordinates

trust-based relationship between a leader and follower

authentic leadership

be who you are rather than who you think you should be; “be yourself”

requires understanding oneself

courage

willingness to be vulnerable in the face of uncertainty and doubt

Six leadership styles in leadership that gets results

Goleman’s leader styles

Coercive Style

Authoritative Style

Affiliative Style

Democratic Style

Pacesetting Style

Coaching Style

coercive style

directive, command and control

damaging effect on reward systems

works best in a crisis

“do what i tell you” (-)

Authoritative style

mobilizes people toward a vision

works best when changes require new vision

“come with me” (+)

Affiliative style

creates harmony and builds emotional bonds

works best to heal rifts in a team

“people come first” (+)

Democratic style

forges consensus through participation

collaboration

works best to build consensus

“what do you think?” (+)

Pacesetting style

sets high standards and lead by example

works best to get quick results from a high motivated team

“do as I do, now” (-)

Coaching style

develops people for the future

works best to help an employee improve performance

“try this” (+)

which leadership characteristic is universal and which vary across cultures?

democratic is the universal style

organizational culture

system of shared assumptions, values, and artifacts that show employees what is appropriate and inappropriate behavior

Three levels of organizational culture

surface level is artifacts

second level is value

deepest level is assumptions

assumptions

taken for granted and they reflect beliefs about human nature and reality

“its why we hold those values” / “its who we are”

the reason why people believe the value

values

shared principles. standards, and goals

guides to behavior

artifacts

visible and tangible aspects of organizational culture

behavior, language, decor, attire

expression of values

Disney’s culture

artifacts: uniform

Value: language

Assumptions: happy place on earth

Four ways cultures can be proactively maintained

Attraction-Selection-Attrition ASA

New employee onboarding

leadership

reward systems

Attraction-Selection-Attrition

ASA: who is apart of the org

attraction: who is attracted to the job

selection: pick though fits in the company’s culture

attrition: those who don’t fit in and leave company

New boarding/ onboarding

induction and newbie

new employees learn the attitudes and skills

leadership

role models / examples for others

Reward systems

reward behaviors or results

rewards performance or seniority

Disney culture maintenance

???

org culture and org outcome

????

organizational structure

defines how job tasks are formally divided, grouped, and coordinated

functional structure

grouping jobs based on similarity in functions

HIGH span of control, centralization, task specialization

when to use functional structure

stable environment

small number and similar products

small to medium size organizations

advantages of functional

advantage

• efficiency, quality

• low cost

• excellent coordination within function

disadvantage of functional

Disadvantage

• difficult to adapt; little innovation

• poor coordination across function

• slow decisions

divisional structure

grouping of jobs based on the products, services, customers, or geographic locations product based

LOW span of control, centralization, task specialization

when to use divisional structure

unstable, uncertain environment

large size organization

goals of product specialization

advantage of divisional

Advantage

• innovation; adaptable

• product/customer focus

• high coordination between function

disadvantage of divisional

Disadvantage

• duplication of resources across divisions

• less functional/ technical specialization

• less top management control

Matrix structure

cross a traditional functional structure with a product structure

when to use matrix structure

dynamic, uncertain environments

large complex organizations

need to balance efficiency and innovation

advantages of matrix

advantage

• can achieve best of both worlds

• allows responsiveness and innovation

disadvantage of matrix

disadvantage

• multiple lines of authority

• can trigger conflicts between managers

• requires coordination to reduce conflicts

centralization

decision making is concentrated at higher levels in an organization

greater demands on CEO and higher level managers

benefits and cost of centralization

leads to more efficient operations if company is stable

• candidates are more likely to be attracted to decentralized organizations

enhances control but reduces innovation

task specialization

extent to which jobs are narrowly focused

benefits and costs of task specialization

improves quality but reduces coordination

span of control

number of employees reporting to a single manager

benefits and costs of span of control

high span is preferred when task complexity and task interdependence is low