Leadership Styles and Their Impact on Effectiveness Ch-14

OBHR

Leader effectiveness

the degree to which the leader's actions result in the achievement of the unit's goals, the continued commitment of the unit's employees, and the development of mutual trust, respect, and obligation in leader‒member dyads

Leader emergence

when someone seems like a leader

Leader decision-making styles

reflects the process used by the leader to generate and chose from a set of alternatives; it is how the leader decides, not what the leader decides

Autocratic style

leader makes the decision alone without asking for the opinions or suggestions of the employees in the work unit

Consultative style

Leader presents the problem to individual employees or a group of employees, asking for their opinions and suggestions before ultimately making the decision

Facilitative style

Leader presents the problem to a group of employees and seeks consensus on a solution, making sure that the leader's own opinion receives no more weight than anyone else's.

Delegative style

Leader gives an individual employee or a group of employees the responsibility for making the decision

Initiating structure

a day-to-day leadership behavior that involves the extent to which the leader defines and structures the work of employees leading to goal attainment, includes initiation, organization, and production factors

Consideration

a day-to-day leadership behavior that involves the extent to which leaders create job relationships characterized by mutual trust, respect for employee ideas, and consideration of employee feelings

Readiness

the degree to which employees have the ability and the willingness to accomplish their specific tasks

Telling

Leader provides specific instructions and closely supervises performance

Selling

Leader provides support and encouragement to protect the confidence levels of the employees

Participating

Leader shares ideas and helps the group conduct its affairs

Delegating

Leader turns responsibility for key behaviors over to the employees

Objective evaluations

including profit margins, market share, and so on

Employee actions

including absenteeism, number of grievances filed, and so on

Subjective evaluations

including employees' surveys, perceived respect, and so on

Evaluations of leader effectiveness

are a function of who is asked because members of a group often disagree about the effectiveness of the group's leader

Why are some leaders more effective than others?

A question regarding the differences in leader effectiveness.

Leader effectiveness

Based on how much the leader's actions result in the achievement of the unit's goals, continued commitment of the unit's employees, and development of mutual trust, respect, and obligation in leader-member dyads.

Leader emergence

Traits associated with who becomes a leader in the first place.

Trait theories

Suggest that leaders emerge because of who they are.

Leader Decision-Making Styles

Reflect the process the leader uses to generate and choose from a set of alternatives to solve a problem.

Decision-making styles

Capture how a leader decides as opposed to what a leader decides.

Autocratic style

Leader makes the decision alone.

Consultative style

Leader presents the problem to employees, gets their input, but then makes the final decision alone.

Facilitative style

Leader presents the problem to a group of employees and seeks consensus on a solution.

Delegative style

Leader gives employees the responsibility for making the decision.

Best leadership style

Depends on the situation, considering the capabilities of the employees and the goals of the situation.

Time-driven model of leadership

Seven factors combine to make some decision-making styles more effective than others.

Decision significance

Is the decision significant to the success of the project or organization?

Importance of commitment

Is it important that employees 'buy in' to the decision?

Leader expertise

Does the leader have significant knowledge or expertise regarding the problem?

Likelihood of commitment

How likely is it that employees will trust the leader's decision and commit to it?

Shared objectives

Do employees share and support the same objectives, or do they have an agenda of their own?

Employee expertise

Do the employees have significant knowledge or expertise regarding the problem?

Teamwork skills

Do the employees have the ability to work together to solve the problem, or will they struggle with conflicts and inefficiencies?

Initiation

One of the 8 categories of behaviors leaders engage in.

Organization

One of the 8 categories of behaviors leaders engage in.

Production

One of the 8 categories of behaviors leaders engage in.

Membership

One of the 8 categories of behaviors leaders engage in.

Ingratiation

One of the 8 categories of behaviors leaders engage in.

Communication

One of the 8 categories of behaviors leaders engage in.

Recognition

One of the 8 categories of behaviors leaders engage in.

Representation

One of the 8 categories of behaviors leaders engage in.

Initiating structure

Strong positive relationship between leader initiating structure and employee motivation.

Consideration

Strong positive relationship with perceived leader effectiveness, employee motivation, and employee job satisfaction.

Life Cycle Theory of Leadership

Also called the situational model of leadership because ideal behaviors are dependent on situations.

Low readiness

Telling (↑ initiating structure, ↓ consideration).

Low/medium readiness

Selling (↑ initiating structure, ↑ consideration).

Medium/high readiness

Participating (↓ initiating structure, ↑ consideration).

High readiness

Delegating (↓ initiating structure, ↓ consideration).

Transformational Leadership

Leaders who inspire their followers to commit to a shared vision that provides meaning to their work.

Laissez-Faire

Hands off leadership, the absence of action.

Transactional leadership

Relies on rewards and punishments.

Passive management-by-exception

Leader waits for mistakes, then corrects them.

Active management-by-exception

Leader monitors for mistakes, then corrects them.

Contingent reward

Leader attains follower agreement on what needs to be done, and gives promised or actual rewards in return for adequate performance.

Idealized influence

Behaviors earn the admiration, trust, and respect of followers, causing followers to want to emulate the leader.

Inspirational motivation

Behaviors foster an enthusiasm for and commitment to a shared vision.

Intellectual stimulation

Behaviors challenge followers to be innovative and creative.

Individualized consideration

Behaviors help followers achieve their potential through mentoring.

Transformational leadership effects on performance

(+) task performance, (+) citizenship behavior, (+) motivation & empowerment.

Transformational leadership effects on commitment

(+) affective commitment, (+) normative commitment, (+) job satisfaction, (+) optimism, (-) frustration.