HRM 360 Ch 14 Leadership: Styles & Behaviors

Leader-member exchange theory

A theory describing how leader-member relationships develop over time

Role taking

when the leader outlines what’s expected of the employee, and the employee tries to fit into that mold

Role Making

where the employee’s own expectations get mixed in with that in the leader

Leader effectiveness

The degree to which the actions of the leader result in the achievement of their unit’s goals, the commitment of the members of their unit, and the loyalty, respect, and mutual trust created in the leader-member dyad

Autocratic style

the leader seeks no input from their subordinates and makes decisions alone

Consultative style

where the leader seeks some input from their subordinates, asking for their opinions and decisions, before making the decision themselves

Facilitative style

 The leader present the problem to their subordinates, with the goal of reaching a consensus on how to solve the problem

Delegative style

the leader delegate decision making authority to an individual subordinate or group of subordinates, usually within a specific set of conditions

Time-driven model of leadership

 a model that helps leaders decide which decision-making style is the best

Initiating Structure

the leader defines and structures the roles of employees in pursuit of goal attainment

Consideration

Leaders create job relationships centered on mutual trust, respect for employee ideas, and consideration of employee feelings

Life cycle theory of leadership

determines the best combination of initiating structure and consideration according to employee readiness.

Readiness

employees’ ability and willingness to accomplish their specific tasks

telling

A high initiating structure and low consideration structure, where the leader provides specific instructions and closely supervises performance

selling

High initiating structure consideration, where the leader encourages and supports employees after they run into difficulty and run the risk of becoming dissatisfied as a result

Participating

Low initiating structure and high consideration, where the employees have become more self-sufficient, and less guidance and supervision from the leader is necessary

Delegating

 Responsibility for key behaviors has been delegated to employees. Little support and collaboration from the leader is given.

Transformational Leadership

the process of inspiring followers to commit to a shared vision and helps followers realize their potential by serving as a role model and helping them see things from other perspectives

Laissez-faire leadership

avoidance of leadership altogether

Transactional Leadership

where followers are rewarded or disciplined by the leader based on their performance

Passive management-by-excpeption

where a leader only takes action when complaints are received (bare minimum)

Active management-by-exception

where the leader actively monitors mistakes and errors and takes corrective action when required

Contigent reward

the leader uses rewards to make employees achieve desired behaviors and adequate performance

Idealized influence

Inspirational motivation

behaviors that foster an enthusiasm for and commitment to a shared version of the future; creating a compelling vision of the future

Intellectual stimulation

behaviors that challenge followers to be innovative and creative

Individualized Consideration

behaviors that coach, develop, and mentor followers

Contingency Theory

asserts that leaders have a stable, immalleable leadership style that is the result of lifelong experience and is difficult to change