Chapter 13- Leadership effectiveness

Leadership

Process whereby an individual influences a group of individuals to achieve a common goal

The integrated model of leadership is influenced by what 4 types of leaderhsip behavior?

Task-oriented, relationship-oriented, passive and transformational.

Trait-approach

attempts to identify personality characteristics or interpersonal attributes that differentiate leaders from followers.

Cognitive abilities

You can identify problems and their causes in rapidly changing situations

Interpersonal skills

Your ability to influence and persuade others

Business skills

The ability to maximize the use of organizational assets

Strategic skills

The ability to draft an organizations mission, mission, strategies and implementation plans.

Implicit leaderhsip theory

proposes that people have beliefs about how leaders should behave and what they should do for their followers.

Leadership prototype

Mental representation of the traits an behaviors people believe leaders possess.

Behavioral style approach

Attempts to identify the unique behaviors displayed by effective leaders.

Task- oriented leader behavior primary purpose

This is to assist others in accomplishing their goals and those of the work unit.

Initiating structure

Leader behavior that organizes and defines what group members should be doing to maximize output.

Transactional leadership

Clarifying employees role and task requirements and providing followers with positive and negative rewards contingent on performance.

Consideration (relationship-oriented leader behavior)

Leader behavior that creates mutual respect or trust and priorities group members needs and desires.

Empowering Leadership

Represents the leaders ability to create perceptions of psychological empowerment in others.

Psychological empowerment

Employees belief that they have control over their work, is believed to drive intrinsic motivation.

Servat-leadership

Focuses on increased service to other rather than to oneself.

Ethical leadership

Represents normatively appropriate behavior that focuses on being a moral role model

Abusive Supervision

The sustained display of hostile verbal and nonverbal behavior by managers.

Contingency theories

Proposes that the effectiveness of a particular style of leader behavior depends on the situation.

Contingency theory

Propose the the effectiveness of a particular style of leader behavior depends on the situation.

Task-motivated leaders focus on

Accomplishing goals

Relationship-motivated leaders focus in on

Developing positive relationships with followers.

Least preferred Coworker (LPC) scale

Measure of the extent an individual takes rather a task or relationship based approach toward leadership.

Leader-member relations

Describes the extent to which the leader has the support, loyalty, and trust of the work group.

Task structure

Measures the amount of structure contained within tasks performed by the work group.

Position power

The leaders formal power to reward, punish, or otherwise obtain compliance from employees.

Path-goal theory

Holds that leader behaviors are effective when employees view them as a source of satisfaction or as paving the way to future satisfaction.

-this is done by reducing roadblocks that interfere with goal accomplishment, providing guidance and support, linking meaningful rewards to goal accomplishment.

Path-goal-clarifying

Set clear goals, explain tasks, set standards, and reward based on performance.

Achievement-oriented

Set high goals, push for excellence, and show confidence in employees.

Work-facilitation

Plan, coach, remove obstacles, provide resources, and empower employees.

Supportive

Show care, be approachable, and treat employees equally

Interaction-facilitation

Encourage communication, teamwork, collaboration, and resolve conflicts.

Group-oriented decision-making

Involve employees in decisions by presenting problems and providing information.

Networking (Representation)

Build positive external relationships and represent the team well.

Value-based

Create and inspire with a strong vision, set high expectations, and give positive feedback.

Charisma

A form of interpersonal attraction that inspires acceptance, devotion, and enthusiasm

Transformational leaders

The leaders push their followers to pursue organizational goals over self-interests.

Inspirational motivation

Includes the use of charisma, relies on an attractive vision of the future, emotional arguments, and demonstrated optimisms and enthusiasms.

Idealized influence

To instill pride, respect and trust within employees.

Individualized consideration

This consists of behaviors that provide support, encouragement, empowerment, and coaching to employees.

Intellectual stimulation

Behavior encourages employees to question the status quo and to seek innovative and creative solutions to organizational problems.

Leader-member exchange (LMX) Theory

Based on the assumption that leaders develop unique 1-1 relationships (exchanges) with each of the people reporting to them. also called vertical dyad

Followers seek, admire and respect leaders who foster what 3 emotional responses

Significance, community, excitement

In-group exchange (high lmx)

Based on trust, mutual respect and partnership, relationships become social and cooperative over time

Out-group exchange (low lmx)

More formal, transactional, based on performance for reward exchanges. Lacks deep trust, respect and a shared sense of purpose.