Chapter 14: Leadership Styles and Behaviors

What does it mean for a leader to be effective?

degree to which the leader's actions result in the achievement of the unit's goals, the continued commitment of the unit's employees and the development of mutual trust, respect & obligation in leader-member dyads

How is leader effectiveness different than leader emergence?

emergence: becoming a leader either through being placed in a position of influence by an outside agent, the members of a group or through one's own choice

Be familiar with the leader-member exchange theory

hypothesizes that leaders do not treat all employees the same as they develop two groups of followers (in-group, out-group)

- Role Taking: leader presents expectations for followers and followers attempt to fulfill those expectations

- Role Making: on going relationship b/w leader and follower develops placing member into the in- or out- group

- In Group: trusted assistants who have better relationships with leaders and receive more work related benefits

- Out Group: hired hands

What are the four leader decision making styles? What are the contingencies that should be considered when choosing an appropriate style?

1. Autocratic: leader makes decision alone without asking for opinions or suggestions of the employees in the work unit

2. Consultative: leader presents the problem to individual employees or a group of employees, asking for opinions and suggestions

3. Facilitative: leader presents a problem to a group of employees and seeks consensus on a solution

4. Delegate: leader gives an individual employee or a group of employees the responsibility for making the decision within some set of specified boundary conditions

What are the two types of leadership behavior suggested by the Ohio State Studies? How do they relate to the University of Michigan studies? What is a key difference between the findings of the two schools of thought?

Ohio: suggests that managers can engage in both types of behavior

1. Consideration

> membership

> integration

> communication

> recognition

> representation

2. Initiating

> initiation

> organization

> production

University of Michigan: suggests you are either one or the other

1. Employee Centered Behavior: strong interpersonal relationships with employees

2. Job-oriented Behavior: make sure work gets done properly

3. Participative: managers get subordinates to take part in determining how work is done

Be familiar with the Life Cycle Theory of Leadership (Situational Leadership Model) including the different styles of leadership, the contingency factor and when one would use each style based on the contingency factor.

challenge for leader is to identify follower readiness and then match it with the appropriate leadership style called for the model

- Follower Readiness: extent to which a follower has the ability and wiliness to accomplish a specific task

> ability: knowledge, experience, skill that an individual or group brings

> willingness: extent to which an individual or group has the confidence, commitment and motivation to accomplish the specific task

- Leader Styles:

> Telling (R1): demonstrates the high task behavior and low relationship

> Selling (R2): high task and high relationship

> Participating(R3): high relationship; low task

> Delegating (R4): low relationship; low task

Be familiar with the five leadership styles that vary according to the two dimensions of active-passive and effective-ineffective ranging from laissez-faire to transformational.

1. Laissez-Faire: avoidance of leadership altogether

2. Passive Management by Exception: leader waits around for mistakes and errors

3. Active Management-by-Exception: leader arranges to monitor mistakes ad errors actively and takes action when required

4. Contingent Reward: leader attains follower agreement on what needs to be done using promised or actual rewards in exchange for adequate performance

5. Transformational Behaviors

What is transformational leadership? What are the four components of transformational leadership?

ability of a leader to coax performance beyond expectations from employees

1. Idealized Influence: behaving in ways that earn the admiration, trust, and respect of followers to want to identify with the leader

2. Inspirational Motivation: involves establishing an attractive vision of the future

3. Intellectual Stimulation: challenge the followers to be innovative and creative by questioning assumptions and reframing old situations in new ways

4. Individual Consideration: leader is able to get people to feel that the leader cares for them individually

What impact does it have on follower job performance and organizational commitment?

Job Performance: moderately positive

Org. Commitment: strong positive on affective/normative commitment

What are leadership substitutes and neutralizers? Know some examples of each, not just the definitions.

Substitutes: reduce the importance of the leader while simultaneously providing a direct benefit to employee performance

- Task Feedback

- Training and Experience

- Professionalism

- Staff Support

- Group Cohesion

- Intrinsic Satisfaction

Neutralizers: reduce importance of the leader but they inhibit the success of the followers in accomplishing tasks and goals

- Task Stability

- Formalization

- Inflexibility

- Spatial Distance