Bus Man Exam 3

Leaders vs Managers

Leader= multidirectional, long term, creativity

Manager= one direction, efficiency, means, money

What is the Trait Approach?

Said that innate qualities determine leadership (first def)

Traits= person that has distinct characteristics, long lasting NOT short term

Behavioral and Group Approach

The leaders behavior in a group (2nd approach type of leadership)

Basic behaviors for good leaders= Structure (effects job performance) and Consideration (effects job satisfaction)

Situational Approach to leadership

•Assumes that the effectiveness of any leadership style depends on the situation

• Contingency theory

• situational favorableness

• Hersey and Blanchard’s Situational Theory

• performance readiness

Contingency theory

•Performance can be maximized by matching leaders to the situations that best fit their leadership styles (situational approach to leadership)

Situational Favorableness

How a situation causes a leader to impact the team, Is influenced by:

1. leader-member relations

2. task structure

3. position power

Performance readiness

Ability and willingness to take responsibility for directing one’s behavior at work

Hersey and Blanchard’s Situational Theory

•States that leaders need to adjust their leadership styles to match followers’ readiness

• Job and psychological readiness are combined to make 4 types

• 1. Telling: low competence and high commitment (Enthusiastic Beginner)

• 2. Selling: some competence and low commitment (Disillusioned learner)

• 3. Participating: moderate/high competence and low commitment (Reluctant contributor)

• 4. Delegating: high competence and high commitment (Peak performer)

Path Goal theory

Leaders can increase performance/satisfaction by clarifying goals and inc rewards

Leadership styles in Path Goal Theory

1. Directive- unstructured tasks, liked more by workers with external locus of control

2. Supportive- structured, repetitive, simple, stressful tasks. Workers lack confidence

3. Participative- complex tasks, liked by workers with internal locus of control

4. Achievement Oriented- Unchallenging tasks

Normative Decision Theory

•Helps leaders determine an appropriate amount of employee participation when making decisions

• Autocratic (AI and AII), Consultive (CI and CII), or Group decisions (GII)

Visionary leadership

creates an image of the future to help achieve goals

• Includes Charismatic and Transformational

Types of Charismatic leadership

Ethical= use personal power/charm to uplift others, serve mission rather than themselves, focus on employee growth

Unethical= uses charm/status and persuasion to manipulate people for personal gain, demand loyalty, put own goals ahead of teams well being, see followers as a way to achieve wealth/status

Ex: Hitler, Cult leaders

Transactional leadership

The bare minimum, followers are rewarded for good performance and punished for bad performance.

• Contingent reward and Management by exception

Contingent Reward

leader sets promises and employee gets reward for doing what they’re told

• part of transactional leadership

Management by Exception

Corrects employees

1. Active- leader monitors you/micromanages/find mistakes to correct you

   Passive- = leader leaves employees alone and only intervene after mistake occured

Transformational Leadership and the 4 “I”s

Goes BEYOND what leaders want, must have transactional in order to do this

1. Idealized Influence-Charisma

2. Inspirational Motivation

3. Intellectual Motivation

4. Individualized Motivation

Difference bw Situational, behavioral, charismatic, transactional, and transformational leadership types

1. Situational- depends on situation

2. Behavioral- can think of general leader behaviors as:​ Task Oriented​ or People Oriented

3. Charismatic- good leader makes people want to follow

4. Transactional- “You do, I give”

   Extrinsic rewards/punishment that get workers to do what is expected.

   Not necessarily bad, we all work for pay!

   Transformational- : leaders who have a vision and get followers to go above and beyond rewards/punishment

Job performance formula

motivation x ability x situational constraints

lower vs higher order needs

lower: safety, physiological, and existence requirements

higher: relationships; challenges and accomplishments; and influence

Extrinsic vs intrinsic rewards

extrinsic: reward given to employees contingent on the performance of specific tasks or behaviors (getting $$$)

internal: Natural reward associated with performing a task or activity for its own sake (feeling accomplished)

Equity Theory

States that people will be motivated when they perceive that they are being treated fairly

• Accounts for Input vs output

• Under rewarder= O/I is worse than refferants

• Over rewarder= O/I is better

• Uses distributive and procedural justice

Distributive vs Procedural Justice

Distributive: WHAT employees receive, degree to which outcomes and rewards are fairly distributed

Procedural: HOW decisions are made, Perceived fairness of the procedures used to make reward allocation decisions

Expectancy Theory

Motivation= Valence x Expectancy x Instrumentality

Valence= attractiveness

expectancy= relationship bw effort and performance

instru= relationship bw performance and rewards

Expectancy vs Equity Theory vs reinforcement theory

Expectancy= is my effort with it?

• Valence x Expectancy x Instrumentality

Equity= am i being treated fairly?

• Outcomes/Inputs

Reinforcement= behavior and consequences

• Identify, measure, analyze, intervene, and evaluate

Reinforcement Theory

Process of changing behavior by changing the consequences that follow behavior

• steps: Identify, measure, analyze, intervene, and evaluate

• reinforcement contingencies vs schedule of reinforcement

reinforcement contingencies vs schedule of reinforcement

rein cont= relationship bw behaviors and consequenses

sch rein= which behaviors are reinforced and what consequenses will follow

Goal Setting theory

provide challenging goals to employees and provide performance related feedback

Diversity vs Affirmative Action

Diversity= variety of demographics and differences in a workplace

Affirm action= STEPS taken by an org to create employment opportunities for minorities

Surface level vs Deep level diversity

Surface= Initial impressions and categorizations of coworkers, bosses, customers, or job applicants are formed

Deep= Differences communicated through verbal and nonverbal behaviors and learned only through extended interaction with other (personality, attitudes, beliefs, values)

Glass Ceiling

invisible barrier that prevents women and ethnic minorities from advancing to the top jobs in organizations

Big Five Personality Dimensions

1. Openness to Experience- curious

2. Conscientiousness- organized

3. Extraversion

4. Agreeableness

5. Emotional Stability

Organizational Plurallity

Work environment where all members are empowered to contribute in a way that maximizes the benefits to the organization, customers, and themselves

• Uses learning and effectiveness paradigm

Learning and Effectiveness Paradigm

• No disadvantages, uses deep level diversity

Fair Labor and Standards Act

min wage, banned child labor

Equal Pay Act

men and women paid equally

Title VII of Civil Rights Act

no discrimination in workplace

Civil rights act 1991

expanded title 7, can have a trial if feel you were discriminated against

United States Labor Law

Regulate the interaction between management and labor unions that represent groups of employees

Occupational Safety and Health Administration (OSHA)

sets safety and health standards for employers and conducts inspections

Disparate Treatment

when people are purposely not given the same hiring, promotion, or membership opportunities bc of gender/race/etc

Bona Fide Occupational Qualification

only exception to Disparate treatment, necessary qualifications needed to work

Recruiting

developing a pool of qualified applicants

• internal and external

Job description vs Job specification

Desc= written description of tasks, duties, and responsibilities (TDR)

spec= qualifications needed (KSAO). Knowledge, skills, ability, other characteristics