MGMT Chapter 14 - Leadership Styles and Behaviors

Leadership

The use of power and influence to direct the activities of followers towards goal achievement

Effective Leader Cues

Did your team/group/org achieve its goal? Satisfy the needs of members, and do the members wish to remain apart of the unit

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

The process of  becoming a leader in the first place, Somebody who is very influential, but doesn’t have a formal title, if you’re gonna make a significant decision, the importance of commitment of this follower is very high 

 

Leader-member Exchange Theory

used to be called vertical dyad linkage, describes how “leader member” relationships develop over time on a dyadic basis, 2 people involved

Role Taking Phase

The phase in a leader–follower relationship when a leader provides an employee with job expectations and the follower tries to meet those expectations., initial reaction between the member and leader, involves leader providing employee with job expectations and the employee tries to meet those expectations, in group vs. outgroup (ingroup has more role making due to stronger and closer interaction)

Role Making Phase

The phase in a leader–follower relationship when a follower voices their own expectations for the relationship,resulting in a free-flowing exchange of opportunities and resources for activities and effort, involves exchange of opportunities and resources based on follower voicing expectations for the relationship

2 Phases of the leader member exhasnge theory?

1. Role Taking

2. Role Making

Ingroup

more citizenship behaviors, recommendations from leader, close relationship, a little more work, higher level of commitment to leader and organization

Outgroup

most likely have continuance commitment, do the job for the pay, not as close

What are the six leader decision making styles?

1. Delegative

2. Facilitative

3. Consulatative

4. Autocratic

5. ??

6. ??

Delegative Style

A leadership style where the leader gives the employee the responsibility for making decisions within some set of specified boundary conditions, not completely followers who make decision because leader still has the ability to say no, challenging choice as a leader because it’s a double whammy if decision is bad, passing of decision to person or group

Facilitative Style

now the leader comes down to the rest of the organization or team, keep conversion going about decision, as a unit the leader and group make decision together, more facilitative than decisive

Consultative Style

involving followers a little bit, remember influence tactics! ( very effective), increasing effectiveness through involving members,m individually or as a group, leader still makes decision by themself

Autocratic Style

A leadership style where the leader makes the decision alone without asking for opinions or suggestions of the employees in the work unit, leader makes decisions on own, imposes it on followers, and expects compliance

Time Driven Model of Leadership

A model that suggests that seven factors, including the importance of the decision, the expertise of the leader, and the competence of the followers, combine to make some decision-making styles more effective than others in a given situation.

7 Contingencies to choose a leadership style?

1. Decision Significance

2. Important of Commitment

3. Leader expertise

4. Likelihood of Commitment

5. Shared Objectives

6. Employee expertise

7. Teamwork skills

Decision Significance

Is the decision significant to the progress of the organization?

Importance of Commitment

Is it important for employees to buy in to that decision?

Leader Expertise

Does the leader have significant knowledge to address the problem?

Likelihood of Commitment

How likely is it employees will trust leaders decision and commit to it

Shared Objectives

Do employees share objectives or have an agenda of their own?

Employee Expertise

Do employees have significant knowledge regarding the problem?

Teamwork Skills

Can employees work together, or will they struggle with conflict?

What are the two types of leadership behavior suggested by the Ohio State Studies?

1. Initiating Structure

2. Consideration

Initiating Structure

A pattern of behavior where the leader defines and structures the roles of employees in pursuit of goal attainment, getting work done, sets goals for people, creates environment for collaboration towards goal, the extend to which the leader defines and structured roles of employees for goal attainement

Consideration

A pattern of behavior where the leader creates job relationships characterized by mutual trust, respect for employee ideas, and consideration of employee feelings, more foundation in creating an environment in which peoppe can get along, extend to which leaders create job relationships characterized by mutual trust, respect, and consideration of employees feelings

What is a key difference between the findings  of the two schools of thought?

• permanent style vs. flexible

• Ohio state says both behaviors are independent of one another, they are weakly related

• Ohio says you can engage in either and adjust based on demands of situation

• Michigan says you are one type of leader! That is your style and that is the style you will always engage in regardless of the follower or goal

Michigan Styles of Leadership

• Employee oriented

• Job/task oriented

• Participative: to what degree are followers allowed to participate in work of a team

Life Cycle Theory of Leadership

A theory stating that the optimal combination of initiating structure and consideration depends on the readiness of the employees in the work unit.

Readiness

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

Ability

knowledge, skills, and competence to perform the task.

Willingness

motivation, confidence, and commitment to perform the task.

4 styles of leadership in life cycle theory?

R1) Telling

R2) Selling

R3) Participating

R4) Delegating

Telling

When the leader provides specific instructions and closely supervises performance.

Selling

When the leader explains key issues and provides opportunities for clarification.

Participating

When the leader shares ideas and tries to help the group conduct its affairs.

Delegating

When the leader turns over responsibility for key behaviors to employees.

The five leadership styles that vary according to the two dimensions of  active-passive and effective-ineffective ranging from laissez-faire to transformational?

1. Laize Faire

2. Pasive management by exception

3. Active management by exception

4. Contingent Reward

5. Transformational

Laize Faire

When the leader avoids leadership duties altogether.

Transactional Leadership

A pattern of behavior where the leader rewards or disciplines the follower based on performance, most commonly uses, “carrot-and-stick” approaches

Passive Management by Exception

When the leader waits around for mistakes and errors, then takes corrective action as necessary

Active Management by Exception

When the leader waits around for mistakes and errors, then takes corrective action as necessary

Contigent Reward

When the leader attains follower agreement on what needs to be done using rewards in exchange for adequate performance.

Transformational Leadership

A pattern of behavior where the leader inspires followers to commit to a shared vision that provides meaning to their work while also serving as a role model who helps followers develop their own potential and view problems from new perspectives. A more motivational approach!

What are the four components of transformational  leadership?

1. Idealized Influence

2. Inspirational Motivation

3. Intellectual Stimulation

4. Individualized Consideration

Idealized Influence

when the leader behaves in ways that earn the admiration, trust, and respect of followers, causing followers to want to identify with and emulate the leader.

Inspirational Motivation

When the leader behaves in ways that foster an enthusiasm for and commitment to a shared vision of the future.

Intellectual Stimulation

When the leader behaves in ways that challenge followers to be innovative and creative by questioning assumptions and reframing old situations in new ways.

Individualized Consideration

When the leader behaves in ways that help followers achieve their potential through coaching, development, and mentoring.

Substitutes for Leadership Model

 A model that suggests that characteristics of the situations can constrain the influence of the leader, which makes it more difficult for the leader to influence employee performance.

Substitutes

Situational characteristics that reduce the importance of the leader while simultaneously providing a direct benefit to employee performance.

Neutralizers

Situational characteristics that reduce the importance of the leader and do not improve employee performance in any way.