MGMT 3000 EXAM #4 CH 8 Slides

Trait Theory (Concept) of Leadership

leaders possess certain traits or characteristics and take action toward strong leadership

Contingency Theories of Leadership (Fiedler’s Theory)

Leader effectiveness depends on a leader’s style and characteristics of the situation

Contingency Theories of Leadership (Path-Goal Theory)

Leader effectiveness depends on the degree to which the leader enhances employee performance expectancies and valances

Directive Leadership Behavior (Path-Goal Theory)

Implements guidelines, sets standards and expectations, follows rules

Supportive Leadership (Path-Goal Theory)

friendly and shows concern for well-being, welfare, and needs

Achievement-Oriented Leadership (Path-Goal Theory)

sets goals, improves performance

Participative Leadership (Path-Goal Theory)

consultative and group decisions

Expectancies (Path-Goal Theory)

Perceived probability of goal attainment: facilitate employees’ efforts and provide opportunities to gain confidence through encouragement, training, or technical support

Valences (Path-Goal Theory)

Value or attractiveness of goal attainment: assign tasks to have high value and tie rewards to goal accomplishment through pay raise, recognition, or promotion

Leader’s Style (Fiedler’s Theory)

relationship oriented and task oriented

Situational Characteristics (Fiedler’s Theory)

leader-member relations, task structure, and position power

How does contingency theories of leadership relate leadership effectiveness to situational factors?

There is not one single “best” leadership style so the right leader for one situation may be the wrong leader for another—success comes from matching leadership style to the demands of the environment

Transactional Leadership

Based on the exchange relationship between followers or how leaders respond to their subordinates’ performance

Types of Transactional Leadership

Contingent Reward Leaders, Active MGMT-By-Exception Leaders, and Laissez-Faire Leaders

Contingent Reward Leaders (Transactional Leadership)

involves clarifying performance expectations and rewarding followers when those expectations are met

Contingent Reward Leaders’ Behavior

Understand what followers want from their work and attempt to deliver these rewards if deserved.

They set goals.

They provide performance feedback.

They clarify the links between performance and rewards.

They make sure there are consequences for subordinate behaviors and performance, both good and bad.

Active MGMT-By-Exception Leaders (Transactional Leadership)

Clarifying minimal performance standards and punishing those who don’t perform to those standards (focuses on errors and consistently monitors performance)

Laissez-Faire Leaders (Transactional Leadership)

questionable form of leadership that involves avoiding of responsibility and nonresponse to followers; not proactive react only to failures and chronic problems, avoid making decisions; LACK OF MGMT

Transformational Leadership

motivating followers to do more than expected, to continuously develop and grow, to increase self-confidence, and to place the interests of the unit or organization before their own

Transformational Leadership Characteristics

Charisma, intellectual stimulation, and individual consideration

Charisma

Leader’s ability to inspire emotion and passion in their followers and to cause them to identify with the leader

Intellectual Stimulation

leader’s ability to increase the followers’ focus on problems and to develop new ways of addressing them

Individual Consideration

individualized attention to followers, focus on followers’ strengths, and act as teachers and coaches

Leader-member Exchange

leaders developing more positive relationships with some individuals and having more positive exchanges with those individuals

Servant Leadership

focus on serving others

Structural-Cultural Model (Gender Effects on Leadership)

Women develop leadership styles different than men because of: lack of power/respect and stereotypes

Socialization Model (Gender Effects on Leadership)

All leadership styles in an organization are the same

Anglo Cluster (Ideal Leader) (Global Differences in Leadership)

Charismatic influence and inspiration, encourage participation, diplomatic, delegate authority, and allow everyone to have their say

Arabic Cluster (Ideal Leader) (Global Differences in Leadership)

Need to balance paradoxical set of expectations: not to differentiate themselves, modest styles, charismatic and powerful and direct most decision and actions

Germanic Cluster (Ideal Leader) (Global Differences in Leadership)

Charismatic, highly team-oriented, and participative

Southern Asia Cluster (Ideal Leader) (Global Differences in Leadership)

Humane, participative, charismatic, and expected to be benevolent while maintaining a strong position of authority

Leadership

Process of providing general direction and influencing individuals or groups to achieve goals

Manager

a person who is in charge of a business

Boss

a person who exercises control or authority

Leader

someone who guides other people

Empowerment

providing employees with the autonomy and flexibility to

Some Important Leadership Traits are:

Drive, Motivation, Integrity, Self-Confidence, Cognitive Ability, Knowledge of the Domain, etc.

Behavioral Theories of Leadership

Job-Centered, Employee Centered, Consideration, Initiating Structure

Job Centered (One Behavioral Theory of Leadership)

Emphasizes tasks and methods to accomplish them, supervises employees closely, and behaves punitively

Employee Centered (Another Behavioral Theory of Leadership)

Emphasizes personal needs and interpersonal relationships, delegates decision making authority, and provides supportive environment for

Consideration (Another Behavioral Theory of Leadership)

express friendship, develop mutual trust and respect, build strong interpersonal relationships, offer support, and allow employees to participate in decision making

Initiating Structure (Another Behavioral Theory of Leadership)

est. well-defined patterns of organization and communication, defines procedure, delineate their relationships with subordinates, emphasize goals and deadlines, and ID performance expectations

Situational Factors

Subordinates Characteristics and Work Environment

Subordinates Characteristics (Situational Factors)

needs, locus of control, experience, and ability

Work Environment (Situational Factors)

task structure, interpersonal relationships, role conflict, and role clarity