MGT 101 | 11.2 (Directing and Motivating)

What are the 3 main types of leadership theories?

1. Trait Theory of Leadership

2. Behavioral Theories of Leadership

3. Contingency Theories of Leadership

It refers to the ability to influence people toward the attainment og foals.

leadership

It refers to the ability to influence the beliefs, behaviors, and actions of other people.

power

What are the 3 types or sources of power?

1. position

• legitimate

• reward

• coercive

2. personal

• expert

• referent

3. information

Power derived from one's position in the organization.

position

Power that comes from a formal management position in the organizational.

legitimate (position)

Power that comes from a manager’s authority to give rewards.

reward (position)

Power that comes from a manager’s authority to give punishment.

coercive (position)

Power derived from an individual's special knowledge or personality.

personal

Power derived from a manager’s special knowledge or skill.

expert

Power derived from personality characteristics that make subordinates identify with, respect, and admire a leader.

referent

Power that can be based on both position and personal power.

information

The distinguishing personal characteristics of a leader.

traits

T/F: No single physical or personal trait was found to exclusively explain leadership effectiveness.

True

What are the 8 traits associated with leadership?

1. desire to lead

2. drive

3. extraversion

4. honest and integrity

5. intelligence

6. job-relevant knowledge

7. proneness to guilt

8. self-confidence

DDEHIJPS

High effort, energy, ambition, achievement motivation, and persistence.

Drive (trait)

A strong desire to influence others and willingness to take responsibility.

desire to lead (trait)

Being truthful and consistent between one's words and actions to build trusting relationships.

honesty and integrity

T/F: Followers look up to leaders who do not doubt themselves.

True

It is the ability to gather, synthesize, and interpret large amounts of information, and to creative visions, solve problems, and make correct decisions.

intelligence

Trait referring to the knowledge of the company, industry, and technical matters needed to make informed decisions.

job-relevant knowledge

Trait referring to being energetic, lively, sociable, assertive, and rarely silent or withdrawn.

extraversion

Trait referring to the tendency to feel responsible for others, which positively contributes to leadership effectiveness.

prone to guilt

T/F: Guilt proneness is positively related to leadership effectiveness because it produces a strong sense of responsibility for others.

True

The inability to define effective leadership based solely on traits led to an interest in looking at the __ of leaders and how it might contribute to leadership success or failure.

behavior

Theories that focus on leaders' behaviors and how these contribute to leadership success or failure.

Behavioral Theories of Leadership

What are the two basic leadership behaviors?

1. task-oriented

2. people-oriented

What are the two important leadership behaviors identified by the Ohio State Studies?

• consideration

• initiating structure

Which Ohio State leadership behavior focuses on organizing work and work-relationships to achieve goals?

initiating structure

T/F: High consideration and high structure generally result in high performance and satisfaction in all situations.

False (NOT in all situations)

What are the two leadership orientations identified by the University of Michigan Studies?

• employee-oriented

• production-oriented

Consideration and initiating structure are two leadership behaviors identified by the __.

Ohio State Studies

Employee-oriented and production-oriented are the two leadership orientations identified by the __.

University of Michigan

Leadership that emphasizes interpersonal relationships and addressing employees' needs. (University of Michigan)

employee-oriented

Leadership that emphasizes the technical or task aspects of the job. (University of Michigan)

production-oriented

According to the University of Michigan, __ leaders are associated with high productivity.

employee-oriented

What are the three leadership styles identified by the University of Iowa Studies?

1. democratic

2. autocratic

3. laissez-faire

Leadership style that involves subordinates, delegates authority, and encourages participation.

democratic style (University of Iowa)

Leadership style that dictates work methods, centralizes decision-making, and limits participation.

autocratic style (University of Iowa)

Leadership style that gives group freedom to make decisions and complete work.

Laissez-faire style (University of Iowa)

Which leadership style was initially found most effective in the Iowa Studies?

Democratic (later studies showed mixed results)

A model that evaluates leadership based on concern for people and concern for production.

Managerial Grid

What are the two dimensions of the Managerial Grid?

• concern for people (y-axis)

• concern for production (x-axis)

What is the scale used for each dimension of the Managerial Grid?

1-9

A managerial grid leadership style that has high concern for both people and production.

team/democratic management (9,9)

A managerial grid leadership style that promotes commitment, mutual trust, respect, and teamwork.

team/democratic management (9,9)

A managerial grid leadership style that is considered the best leadership style because it integrates task and human requirements to achieve long-term success.

team/democratic management (9,9)

A managerial grid leadership style that has high concern for people and low concern for production.

country club management (1,9)

A managerial grid leadership style that creates a comfortable and friendly working environment.

country club management (1,9)

One of the main weaknesses of this managerial grid leadership style is that managers mistakenly assume that a happy team automatically produces impressive results.

country club management (1,9)

What is the main weakness of Country Club Management?

Managers mistakenly assume that a happy team automatically produces impressive results

Under Country Club Management, what determines production?

• lack of conflict

• good fellowship

A managerial grid leadership style that has high concern for production and low concern for people.

task/autocratic management (9,1)

A managerial grid leadership style that primarily focuses on operational efficiency and accomplishing work.

task/autocratic management (9,1)

What is the main weakness of Task/Autocratic Management (managerial grid leadership style)?

Results may be short-lived because morale decreases and high-performing employees leave

How are employees viewed under Task Management?

commodities/machines rather than individuals

A managerial grid leadership style that views employees as commodities or machines rather than individuals.

task management (9,1)

A managerial grid leadership style that has moderate concern for both people and production.

middle of the road management (5,5)

What does Middle of the Road Management (managerial grid leadership style) attempt to balance?

• work performance

• employee morale

A managerial grid leadership style that balances work performance and employee morale.

middle of the road management (5,5)

One of the main weaknesses of this managerial grid leadership style is that constant compromise may prevent the leader from achieving maximum results or fully meeting employee needs.

middle of the road management (5,5)

What is the main weakness of Middle of the Road Management (managerial grid leadership style)?

constant compromise may prevent the leader from achieving maximum results or fully meeting employee needs

A managerial grid leadership style that has low concern for work and low concern for people.

Impoverished/Laissez faire management (1,1)

A managerial grid leadership style that involves putting in the minimum effort necessary to get work done.

Impoverished/Laissez faire management (1,1)

A managerial grid leadership style wherein tasks are not being completed to the standard required by the organization and that team members are dissatisfied too, but the leader is just doing enough to keep his job.

Impoverished/Laissez faire management (1,1)

What are the different management styles according to the Managerial Grid?

1. Democratic/team (9,9)

2. Country club (1,9)

3. Autocratic/task (9,1)

4. Middle of the road (5,5)

5. Impoverished/laissez faire (1,1)

Theories emphasizing that effective leadership depends on the context or situation.

Contingency Theories of Leadership

What are the different contingency theories of leadership?

1. Fiedler’s Contingency Model

2. Situational Leadership Theory

3. Leader-Participation Model

4. Path-Goal Model

The main principle of this contingency theory of leadership is that group performance depends on the match between the leader's style of interacting with followers and the amount of control and influence the leader has in the situation.

Fiedler's Contingency Model

What is the main principle of Fiedler's Contingency Model?

group performance depends on the match between the leader's style of interacting with followers and the amount of control and influence the leader has in the situation.

What are the three situational variable in Fiedler's Contingency Model?

1. leader-member relations

2. task structure

3. leader position power

A variable in Fiedler’s Contingency Model that refers to the degree of confidence, trust, and respect employees have for their leader.

leader-member relations (rated as good or poor)

How are leader-member relations (Fiedler’s Contingency Model) rated?

good or poor

A variable in Fiedler’s Contingency Model that refers to the degree to which job assignments are formalized and structured.

task structure (rated as high/low)

How is task structure (Fiedler’s Contingency Model) rated?

high or low

A variable in Fiedler’s Contingency Model that refers to the degree of influence a leader has over hiring, firing, discipline, promotions, and salary.

leader position power (rated as strong/weak)

How is leader position power (Fiedler’s Contingency Model) rated?

strong or weak

In which situations do task-oriented leaders perform better according to Fiedler’s Contingency Model?

very favorable and very unfavorable situations

According to Fiedler’s Contingency Model, these leaders perform better in very favorable and very unfavorable situations.

task-oriented

According to Fiedler’s Contingency Model, these leaders perform better in very favorable and moderately favorable situations.

relationship-oriented

In which situations do relationship-oriented leaders perform better according to Fiedler’s Contingency Model?

moderately favorable situations

Is leadership style considered fixed or flexible in Fiedler's Contingency Model?

Fixed

Because Fiedler treated an individual’s leadership style as fixed, there were only two ways to improve leader effectiveness:

1. Bring in a new leader whose style better fit the situation

2. Change the situation to fit the leader.

Developed by Paul Hersey and Ken Blanchard, this theory focuses on the followers, making leadership style dependent on follower readiness.

Situational Leadership Theory (SLT)

What is the main focus of Situational Leadership Theory?

followers and their readiness

Who developed Situational Leadership Theory?

• Paul Hersey

• Ken Blanchard

he extent to which followers have the ability and willingness to accomplish a specific task.

readiness (Situational Leadership Theory)

What are the two leadership dimensions that Situational Leadership Theory and Fiedler’s Contingency Model use?

1. task

2. relationship behaviors

T/F: Situational Leadership Theory (SLT) uses the same two leadership dimensions that Fiedler identified: task and relationship behaviors. However, Hersey and Blanchard classify each as either high or low, combining them to form four leadership styles.

True

What are the four leadership styles in Situational Leadership Theory (SLT)?

1. Telling (high task, low rs)

2. Selling (high task, high rs)

3. Participating (low task, high rs)

4. Delegating (low task, low rs)

A Situational Leadership Theory (SLT) leadership style characterized by high task and low relationship.

telling

A Situational Leadership Theory (SLT) leadership wherein the leader defines roles and tells followers what, how, when, and where to perform tasks.

telling (high task, low rs)

What type of communication is used in Telling (SLT)?

one-way (followers have low ability and willingness)

A Situational Leadership Theory (SLT) leadership wherein communication is largely one-way (for followers with low ability and willingness).

Telling

A Situational Leadership Theory (SLT) leadership style characterized by high task and high relationship.

selling

A Situational Leadership Theory (SLT) leadership wherein the leader provides both directive and supportive behavior.

selling (high task, high rs)

A Situational Leadership Theory (SLT) leadership wherein communication is largely two-way (for followers with low ability and willingness).

selling (high task, high rs)

What type of communication is used in Selling (SLT)?

two-way

A Situational Leadership Theory (SLT) leadership wherein the leader and follower share in decision-making.

participating (low task, high rs)

What Situational Leadership Theory leadership styles require followers with low ability and willingness?

1. telling (high task, low rs)

2. selling (high task, high rs)