Lesson 11 - 13 (Industrial Psychology)

LEADER EMERGENCE

A part of trait theory that postulates that certain types of people will become leaders and certain types will not

Affective Identity Motivation

The motivation to lead as a result of a desire to be in charge and lead others

Noncalculative Motivation

Those who seek leadership positions because they will result in personal gain

Social Normative Motivation

The desire to lead out of a sense of duty or responsibility

LEADER PERFORMANCE

A part of trait theory that postulates that certain types of people will be better leaders than will other types of people

Need for power

extent to which a person desires to be in control of other people​

Need for achievement

a person desires to be successful

Need for affiliation

person desires to be around other people​

Cognitive Ability

theorizing that the key to effective leadership is the synthesis of three variables: wisdom, intelligence, and creativity

Task-Centered Leaders

Leaders who defined and structure their roles as well as the roles of their subordinates

Theory X Leaders

Leaders who believe that employees are extrinsically motivated and thus lead by giving directives and setting goals

Initiating Structure

The extent to which leaders define and structure their roles and the roles of their subordinates

Managerial Grid

A measure of leadership that classifies a leader into one of five leadership styles

Leadership Opinion Questionnaire

test used to measure a leader’s self perception of his or her leadership style

Leader Behavior Description Questionnaire

test used to measure perceptions of a leader’s style by his or her subordinates

Task structuredness

the variable in Fielder’s contingency model that refers to the extent to which tasks have clear goals and problems can be solved​

Leader position power

the variable in Fielder’s contingency model that refers to the extent to which a leader, by the nature of his or her position, has the power to reward and punish subordinates

Leader-member relations

the variable in Fielder’s contingency model that refers to the extent which subordinates like a leader

Leader Match

a training program that teaches leaders how to change situations to match their leadership style

IMPACT theory​

a theory of leadership that states that there are six styles of leadership (information, magnetic, position, affiliation, coercive, and tactical) and that each style will only be effective only in one of six organizational climates

Informational style

a style in which the leader leads through knowledge and information; most effective in a climate of ignorance

Ignorance

an organizational climate in which important information is not available

Magnetic style​

a style in which the leader has influence because of his or her charismatic personality; most effective in a climate despair

Despair​

an organizational climate characterized by low morale.

Affiliation Style

a style in which the individual leads by caring about others and that is most effective in a climate of anxiety

Anxiety​

an organizational climate in which worry predominates

Coercive style

a style in which the individual leads by controlling reward and punishment; most effective in a climate of crisis

Crisis

a critical time for a climate for an organization in which the outcome to a decision has extreme consequences

Tactical style

a style in which a person leads through organization and strategy, most effective in an climate of disorganization

Disorganization

a climate in which the organization has the necessary knowledge and resources but does not know how to efficiently use the knowledge or the resources

Path-goal theory​

a theory of leadership stating that leaders will be effective if their behavior helps subordinates achieve relevant goals

Instrumental style

a leadership style in which the leader plans and organizes the activities of employees

Supportive style

a leadership style in which leader show concern for their employee

Participative style

a leadership style in which the leader allows employees to participate in decisions

Achievement-oriented style

a leadership style in which the leader sets challenging goals and rewards achievement

Situational leadership theory

this theory states that effective leaders must adapt style of leadership to fit both the situation and followers

Leader-member exchange (LMX) theory​

was originally called “vertical dyad linkage (VDL)”, a leadership theory that focuses on the interaction between leaders and situations, and between leaders and employees with differing levels of ability

In-group subordinates

those who have developed trusting, friendly relationships with the leader

Out-group subordinates

are more likely to be given orders and to have less say about how affairs are conducted

Vroom-Yetton Model (1973)​

A theory of leadership that concentrates on helping a leader choose how to make a decision

Management by Walking Around (MBWA)

This one holds that leaders and managers are most effective when they are out of their offices, walking around and meeting with and talking to employees and customers about their needs and progress

Expert Power

expert knowledge (something that others in an organization needs and the leader must know something)

Legitimate Power

able to get employees to comply with their orders​

Reward Power

involves having control over both financial and nonfinancial rewards​

Coercive Power

willing to use her ability to punish

Referent Power

complimenting others, doing favors, and generally being friendly and supportive​

Transactional Leadership​

Leadership style in which the leader focuses on task-oriented

Transformational Leadership​

Visionary leadership in which the leader changes the nature and goals of an organization

Authentic leadership

A leadership theory stating that leaders should be honest and open and lead out of desire to serve others rather than a desire to self-gain

Sacred Cow Hunts​

The first step in organization change, in which employees look for practices and policies that waste time and are counterproductive

The Type of Change

the vast majority of change is evolutionary, that is the continual process of upgrading or improving processes

The Reason Behind The Change

employee acceptance of change is often a function of the reason behind the change

Change agent

a person who enjoys change and makes changes for the sake of it.

Change analyst

a person who is not afraid of change but makes changes only when there is a compelling reason to do so​

Receptive changer

a person who is willing to change​

Reluctant changer

a person who will initially resist change but will eventually go along with it​

Change resister

a person who hates change and will do anything to keep change from occurring​

Creating an Atmosphere for Change

according to Denton (1996), one of the first steps in organizational change is to create the proper atmosphere

Communicating Details

employees are most responsive of the change when they are kept well informed. Unless there is a need for secrecy

Time Frame

the longer it takes to change, the greater the opportunity for things to go wrong and the greater the chance that employees will become disillusioned

Training needs

after an organization has made a major change, it is often necessary to train employees

Changing Culture

making organizational changes doesn’t necessarily mean that everything about the existing culture must change

Assessing the New Culture

assessment of the new culture involves a great deal of discussion and analysis and should include the following steps

Creating Dissatisfaction with Existing Culture

communicating to employees the future impact of continuing to “do business usual”

Maintaining the New Culture

if the new culture expected to last, developing new reward systems and selection methods should occur

Organizational socialization

the process whereby new employees learn the behaviors and attitudes they need to be successful in an organization

Rituals

procedures in which employees participate to become “one of the gang.

Symbols

Organizational behaviors or practice that convey messages to employees

Empowerment​

A management practice of sharing information, rewards, and power with employees so that they can take initiative and make decisions to solve problems and improve service and performance

1st factor

considered in making a decision is whether one decision will be better than another

2nd factor

involves the extent to which leaders have sufficient information to make the decision alone. If they do, then consultation with others is desired only if leaders want their subordinates to feel involved. If leaders lack sufficient knowledge to make a decision, consultation is essential

3rd factor

the extent to which a leader knows what information is needed and how it can be obtained– that is the problem’s structure

4th factor

involves the degree to which it is important that the decision be accepted by others

5th factor

subordinate acceptance, If the leader feels that he can make the decision himself but that acceptance of the decisions is important, he must determine whether his subordinates will accept it

6th factor

the extent to which subordinates are motivated to achieve the organizational goals and thus can be trusted to make decisions that will help the organization

7th or the final factor

involves the amount of conflict that is likely among the subordinates when various solutions to the problem are considered

Autocratic I strategy

Leaders use the available information to make the decision without consulting their subordinates

Autocratic II strategy

Leaders obtain the necessary information from their subordinates and then make their own decisions. The leader may or may not tell the subordinates about the nature of the problem

Consultative I strategy

Share the problem on an individual basis with some or all of their subordinates. After receiving their input, the leader makes a decision that may or may not be consistent with the thinking of the group

Consultative II strategy

Share the problems with their subordinates as a group. After receiving the group’s input, the leader makes a decision that may or may not be acceptable to the group

Group I strategy

The leader shares the problem with the group and let the group reach a solution. The role of the leader is merely to assist in the decision-making process

Following

Employees at this level have no real control over their jobs. They are given instructions about what to do, when to do it, and how it should be done

Advisory

Employees are asked to provide feedbacks, suggestions, and input into a variety of organizational concerns. The key at this level is that there is no guarantee that an organization will follow the advice given by the employees; the only guarantee is that the organization will seriously consider the advice

Shared/Participative/Team​

Allows an employee to make a decision. However, this decision is made at a group level

Empowerment Charts​

Chart made for each employee that shows what level of input the employee has for each task​

Consequences of Empowerment

One of the things that is true throughout life is that people are different, and not everything affects everyone the same way

Flextime

A work schedule that allows employees to choose their own work hours

Bandwitdth

i the total number of potential work hours available each day.​

Core Hours

is the hours in a flextime schedule during which every employee must work

Flexible Hours

is the part of a flextime schedule in which employees may choose which hours to work

Flexitour

a flexitime schedule schedule in which employees have flexibility in scheduling but must schedule their work hours at least a week in advance

Modified Flexitour

a flexitime schedule in which employees have flexibility in scheduling but must schedule their work hours a day in advance

Gliding Time

an employee can choose her own hours without advance notice or scheduling, With this system, employees must only consider bandwidth and flexible hours

Compressed Weeks

Work schedules in which 40 hours are worked in less than the traditional 5-day workweek

Reducing Work Hours

Increases worker flexibility by allowing employees to work fewer hours

Peak-Time-Pay

certain employees are encouraged to work only part time but are paid at a higher hourly rate for those hours than employees who work full time

Job-Sharing

a work schedule in which two employees share one job by splitting the work hours

Strategy 1

Temporary Employees/Temps: vacancies are filled by hiring employees through a contract with a ‘temporary hiring agency’. Temps are not considered employee of the company

Strategy 2

Outsourcing: the process of having certain organizational functions performed by an outside vendor rather than an employee in the organization

Strategy 3

‘Alliance of Employee Development and Growth’-like Programs: encourages employees to change careers and then help these employees learn the skills needed to make the career change