BUS 160 Chapter 12 Review

_____ is the exercise of influence by one member of a group or organization over other members to help the group or organization achieve its goals.

Leadership

Traits in the Leader Trait Approach:

Intelligence, Task-relevant knowledge, Dominance, Self-confidence, Energy/activity levels, Tolerance for stress, Integrity and honesty, Emotional maturity

Drawbacks of Trait Approach:

Some effective leaders do not possess all of these traits, and some leaders who possess these traits are not effective. The approach ignores the situation in which leadership takes place.

What are the two behaviors that accounted for the most leadership behavior in The Leader Behavior Approach?

Initiating structure & Consideration

behaviors that a leader engages in to ensure that subordinates and teams perform their jobs and tasks acceptably and effectively is known as initiating structure

Initiation Structure

extent to which the leader trusts, respects and values good relationships with their followers.

Consideration

Drawbacks of Behavior Approach:

The relationship between these behaviors and subordinate performance and satisfaction is not necessarily clear-cut. The behavior approach ignores the situation in which leadership takes place

occurs when a leader positively reinforces subordinates’ desirable behaviors

Leader reward behavior

occurs when a leader reprimands or otherwise responds negatively to subordinates who perform undesired behavior.

Leader punishing behavior

The theory that leader effectiveness is determined by both the personal characteristics of leaders and by the situations in which leaders find themselves

Fiedler’s Contingency Theory of Leadership:

Situational Characteristics of Fiedler’s Contingency Theory of Leadership:

leader–member relations, Task structure, Position power

The relationships between a leader and his or her followers.

Leader–member relations:

The extent to which the work to be performed by a group is clearly defined.

Task structure

The amount of formal authority a leader has.

Position power

Relationship Oriented & Task Oriented leader styles

Contingency theory

Wants to be liked by and to get along well with subordinates. First priority: Developing good relationships with subordinates. Second priority: Getting the job done. Successful in moderate situations

Relationship oriented

Wants subordinates to perform at a high level and accomplish all assigned tasks. First priority: Getting the job done. Second priority: Developing good relationships with subordinates. Successful in very unfavorable situations because they can add structure and demand performance, in very favorable situations because the task is taken care of and relationships oriented leaders may interfere

Task oriented

describes how leaders can motivate their followers to achieve group and organizational goals and the kinds of behaviors leaders can engage in to motivate followers

Path-goal theory

Determine what outcomes subordinates are trying to obtain in the workplace, Reward subordinates for performing at a high level or achieving their work goals by giving them desired outcomes, Make sure subordinates believe that they can obtain their work goals and perform at a high level

Guidelines for Path-Goal Theory

Path-Goal Theory: Types of Behaviors:

Directive behavior: lets subordinates know what tasks need to be performed and how they should be performed.

Supportive behavior: lets subordinates know that their leader cares about them and is looking out for them.

Participative behavior: enables subordinates to be involved in making decisions that affect them.

Achievement-oriented behavior: pushes subordinates to do their best.

A model that describes the different ways in which leaders can make decisions and guides leaders in determining the extent to which subordinates should participate in decision making

Vroom and Yetton model

Vroom and Yetton model decision making styles:

Autocratic: The leader makes the decision without input from subordinates.

Consultative: Subordinates have some input, but the leader makes the decision.

Group: The group makes the decision; the leader is just another group member.

Delegated: The leader makes subordinates solely responsible for making the decision

Criteria for Decision-Making Style:

Nature of the tasks

Level of task interdependence

Output being produced

Characteristics of the employees

A theory that describes the different kinds of relationships that may develop between a leader and a follower and what the leader and the follower give to and receive back from the relationship

Leadership is a relationship between the leader and follower.

Leaders do not treat all subordinates equally. Leaders have special relationships with their in-group.

Leaders form different relations with various subordinates and that these relationships influence strong effects on subordinates’ performance and satisfaction.

Leader–member exchange (LMX) theory

Leadership that inspires followers to trust the leader, perform behaviors that contribute to the achievement of organizational goals, and perform at high levels.

Transformational leaders increase subordinates’ awareness of the importance of their tasks and the importance of performing them well.

Transformational leaders make subordinates aware of their needs for personal growth, development, and accomplishment.

Transformational leaders motivate their subordinates to work for the good of the organization rather than exclusively for their own personal gain or benefit.

Transformational leadership

Leader motivates followers by exchanging rewards for high performance, and reprimanding subordinates for mistakes and substandard performance.

Articulating a vision

Inducing followers to support their vision

Developing followers

Transactional Leadership