CPL 120 Exam 3

microvariables

the task

task

the most fundamental level of the situation

task autonomy

degree to which a job gives control over its process

pro: provides freedom

con: more individual responsibility

task feedback

degree to which an individual receives feedback about their process from the task itself (not superiors)

pro: objective

con: hands-off

task structure

structured vs unstructured tasks - a single pathway vs multiple pathways

technical problem

solved with the knowledge of experts

adaptive challenge

more complex, requires learning, all stakeholders must solve

variables

the organization

formal variables

about an organization’s structure

organizational structure

how an organization’s activities are coordinated

horizontal complexity

the amount of agents at a particular operating level

vertical complexity

the amount of hierarchical level

spatial complexity

geographic dispersion

formalization

the degree of standardization (how different branches operate)

influences reputation and expectations

informal variables

culture

organizational culture

shared backgrounds, beliefs, norms of group members

organizational climate

how members feel about the organization

schein’s four key organizational factors

1. myths and factors

2. symbols and artifacts

3. rituals

4. language

macrovariables

the environment

environment

factors outside the task/organization that affect the leadership process

the globe study

global leadership and organizational behavior effectiveness - most comprehensive leadership and culture study

implicit leadership theory

individuals have implicit beliefs about leaders

6 dimensions of culturally endorsed implicit theories of leadership (CLT) - cultural leadership theories

1. charismatic/value-based: inspire/motivate high performance

2. team-oriented: team building and common purpose

3. participative: involve others in decision making process

4. humane-oriented: supportive, compassionate

5. autonomous: independent, individualistic lead

6. self-protective: safety and security first (within own leadership)

contingency

something may or may not happen depending on other factors

Leader-Member Exchange Theory (LMX Theory)

LMX leaders form specific links with each subordinate and do not treat all followers uniform

out-group

restricted to contractual obligations

in-group

high quality exchange relationship

• followers go beyond job requirements/have high task performance

• leaders may contribute empowerment, networking, mentoring, etc.

3 stages of LMX relationship development

1. role-taking: leader offers opportunities, follower showcases potential via performance

2. role-making: fragile trust-building stage, perceived betrayals (people can move between groups)

   1. routinization: established relationship

situational leadership model

• based on task behavior and relationship building (similar to initiating structure and consideration from ohio state)

task behavior

what to do, when to do it, who is to do it

relationship behavior

two-way communication, listen, encourage, clarify, etc.

situational leadership model

certain combinations of the two dimensions is more effective in certain situations

follower readiness

ability and willingness to accomplish a task

contingency model

chose a situation which best supports the leaders’ style

important factors: leader style and situational favorableness

least preferred coworker (LPC) scale

low LPC leader: task motivated

high LPC leader: people motivated

*this is the default setting. once you become comfortable in a given situation, you move up the hierarchy

situational favorability

the amount of control a leader has over followers

leader-member relations

how much followers trust you (most important)

task structure

how structured / clear the tasks are

position power

how much legitimate authority you hold

path goal theory

based on follower motivation

four types of behaviors

directive leadership: provides structure (task)

supportive leadership: provides nurture (relationship)

participative leadership: provides involvement

achievement-oriented leadership: provides challenge

emotional approach to organizational change

the beer model for organizational changeth

the beer model for organizational change

c = d x m x p > r

c

amount of change - the greater the equation, the greater the change

all other factors must be present in order to have c

d

dissatisfaction - with the current status quo

followers need to want change but not so much that they leave

m

model - for change including vision, goals, and system

4 important components

1. environmental scanning - assess / diagnose internal strengths / weaknesses + what are we doing vs what are other organizations doing differently

2. a vision - where do we hope to go

3. new goals supporting the vision - how will we do this?

4. needed systems change - does our current system support this change? what should we add?

process

change plan outlines timelines, stakeholders, and deliverables

resistance

expectation-performance gap

common fears of loss with change

power, competence, relationships, rewards, identity

transactional leadership

occurs when leaders and followers are in some type of exchange relationship to get needs met

ex. in Gilmore Girls, Emily runs DAR meetings with clear expectations, and a desire to maintain status quo and reputation

transformational leadership

changes the status quo by appealing to followers’ values and their sense of higher purpose

ex. in Gilmore Girls, Lorelai wants Sookie and Michel to be active participants in running an inn that is best for their clients and make a positive impact in the town and community