MGMT 340 EXAM 3 SEO

Leadership

the ability to influence a group toward the achievement of a vision or set of goals

Trait Theories of Leadership

focus on personal qualities and characteristics.

The search for personality, social, physical, or intellectual attributes that differentiate leaders from non-leaders goes back to the earliest stages of leadership research.

Leader Emergence

Who becomes a leader?

Behavioral theories

imply we can train people to be leaders.

Initiating Structure

which a leader is likely to define and structure his or her role and those of employees in the search for goal attainment. It includes behavior that attempts to organize work, work relationships, and goals

Consideration

to which a person’s job relationships are characterized by mutual trust, respect for employees’ ideas, and regard for their feelings.

Contingency Theories

Fiedler Contingency model, Least preferred coworker questionnaire (LPC), and situational leadership theory (SLT)

Fiedler’s model

effective group performance depends upon the proper match between the leader’s style and the degree to which the situation gives control to the leader

Situational leadership theory (SLT)

•a contingency theory that focuses on the followers.

•Successful leadership is achieved by selecting the right leadership style, which is contingent on the level of the followers’ readiness (“the extent to which people have the ability and willingness to accomplish a specific task.”).

Leader-member exchange (LMX)

because of time pressures, leaders establish an unique relationship with each follower

Charismatic Leadership

a style where leaders inspire and motivate followers through charm, persuasiveness, and a compelling vision

Key characteristics of a charismatic leader

vision and articulation, personal risk, sensitivity to follower needs, unconventional behavior

Vision and articulation

has a vision—expressed as an idealized goal—-that proposes a future better than the status quo; and is able to clarify the importance of the vision in terms that are understandable to others

Personal risk

willing to take on high personal risk, incur high costs, and engage in self-sacrifice to achieve the vision

sensitivity to follower needs

perceptive of other's’ abilities and responsive to their needs and feelings.

unconventional behavior

engages in behaviors that are perceived as novel and counter to norms

Transactional leadership

Contingent reward, active management by exception, passive management by exception

contingent reward

Leader attains follower agreement on

what needs to be done, and gives promised or

actual rewards in return for adequate performance

transformational leadership

inspire followers to transcend their own self-interests for the good of the organization

They change followers’ awareness of issues by helping them to look at old problems in new ways; and they are able to excite, arouse, and inspire followers to put out extra effort to achieve group goals

idealized influence

Provide vision and sense of mission, instills pride, gains respect and trust

inspirational motivation

Communicate high expectations, uses symbols to focus efforts, expresses important purposes in simple ways

intellectual stimulation

promotes intelligence rationality and careful problem solving

individualized consideration

Gives personal attention, treats each employee individually, coaches, advises

Laissez-Faire

Hands off leadership

Trust Propensity

refers to how likely a particular employee is to trust a leader

Trustworthiness

ability, benevolence,integrity

Ability

skills, competencies, and areas of expertise that the individual possesses

Benevolence

the degree to which an authority wants to do good for the trustor, the desire to do nice things

Integrity

The degree to which an authority adheres to a set values and principles that the trustor finds acceptable. Honesty and truthfulness.

Feelings toward Trustee

•Affect-based trust is emotional – it is based on the feelings we have for people, not rational evaluations of their trustworthiness

Contrast leadership and power

Leaders use power as a means of attaining group goals

Power does not require goal compatibility, merely dependence.

power

the ability to influence the behavior of others and resist unwanted influence in return. Probably the most important aspect of power is that it is a function of dependence.

Explain the three bases of formal power and the two bases of personal power

organizational (Formal) power

legitimate, reward, and coercive

Legitimate power

shown in formal groups and organizations through one’s structural position. It represents the power a person receives as a result of his or her position in the formal hierarchy. Legitimate power is broader than the power to coerce and reward. It includes acceptance of the authority of a position by members of an organization.

Reward power

the opposite of coercive power. People comply because doing so produces positive benefits; therefore, one who can distribute rewards that others view as valuable will have power over those others. These rewards can be either financial—such as controlling pay rates, raises, and bonuses—or nonfinancial, including recognition, promotions, interesting work assignments, friendly colleagues, and preferred work shifts or sales territories.

Coercive power

depends on fear of negative results. It rests on the application, or the threat of application, of physical sanctions such as the infliction of pain, the generation of frustration through restriction of movement, or the controlling by force of basic physiological or safety needs.

Personal Power

Expert and referent

Expert Power

influence wielded as a result of expertise, special skill, or knowledge

Referent Power

identification with a person who has desirable resources or personal traits

Influence

The use of an actual behavior that causes behavioral or attitudinal changes in others

Downward influence

managers influencing employees

lateral influence

Peers influencing Peers

Upward influence

Employees influencing managers

Influence (power) tactics

Rational persuasion

presenting logical arguments and factual evidence to demonstrate a request is reasonable

Consultation

increasing the target’s support by involving him or her in deciding how you will accomplish your plan.

Inspirational appeals

developing emotional commitment by appealing to a target’s values, needs, hopes, and aspirations.

Collaboration

group working together

Ingratiation

using flattery, praise, or friendly behavior prior to making a request

Personal Appeals

asking for compliance based on friendship or loyalty

Exchange

rewarding the target with benefits or favors in exchange for following a request

Apprising

inform explaining

Pressure

using warnings, repeated demands, and threats

Coalitions

enlisting the aid or support of others to persuade the target to agree

Politics behavior

activities that are not required as part of one’s formal role in the organization, but that influence the distribution of advantages within the organization.

Impression management (IM)

The process by which individuals attempt to control the impression others form of them

Causes of politcal behavior

?

Consequences of political behavior

?

Ethics of Political behavior

?

Three Types of Conflict

task, relationship, process

Three loci of conflict

dyadic, intragroup, intergroup

conflict

a process that begins when one party perceives that another party has negatively affected, or is about to negatively affect, something that the first party cares about.

functional conflict

that supports the goals of the group and improves its performance

dysfunctional conflict

hinders group performance

task conflcit

relates to the content and goals of the work

relationship conflict

focuses on interpersonal relationships, always dysfunctional, most psychological exhausting to individuals

process conflict

is about how the work gets done

dyadic conflict

between 2 people

intragroup conflict

within a group or team

intergroup conflict

conflict between groups or teams

outline process

Five conflict-handling intentions

collaborating

both parties work together to maximize outcomes

accommodating

one party gives in and acts unselfishly

competing

one party attempts to get goal met without regard for the other party’s goals

compromise

each party losses are offsets by gains

avoiding

one party stays away from conflict

negotiating (baragaining)

is a process in which two or more parties exchange goods or services and attempt to agree upon the exchange rate for them.

distributive/integrative

get as much as the pie as possible, win-lose, low, short term/expand the pie so both parties are satisfied, win-win, high, long-term

Five steps of the negotiation process

preparation

Each party determines its goals for the negotiation, including its best alternative to a negotiated agreement (BATNA)

definition of ground rules

Who will do the negotiating?

Where will it take place?

What time constraints, if any, will apply?

To what issues will negotiation be limited?

Will there be a specific procedure to follow if an impasse is reached?

clarification and justification

Explain, amplify, clarify and justify your original demands.

Each party makes a case for its position and put all favorable information on the table

bargaining

Each party uses distributive or integrated strategies to gain something of value

closing and commitment

An agreement is formalized

How individuals differences influence negotiations

organizational culture

a system of shared meaning held by members that distinguishes the organization from other organizations.

common characteristics of organizational culutre

innovation and risk taking

the degree to which employees are encouraged to be both innovative and take risks

attention to detail

the degree to which employees are expected to exhibit precision, analysis, and attention to detail

outcome orientation

the degree to which management focuses on results rather than on processes used to achieve them

people orientation

the degree to which management decisions consider the effect of outcomes on people within the organization

team orientation

the degree to which work activities are organized around teams rather than individuals

aggressiveness

the degree to which employees are aggressive and competitive

stability

the degree to which activities emphasize maintaining the status quo

functional of cultures

culture strength

the positive aspects and characteristics of a culture, often emphasizing its values, beliefs, traditions, and practices

consensus

a decision-making process where all parties involved agree to a course of action, not necessarily unanimity, but a level of acceptance and commitment to the outcome

intensity

the strategies and practices used to optimize and control the amount of effort, energy, and resources dedicated to achieving a specific goal or undertaking