Organizational Behavior Ch. 14

Leadership

use of power and influence to direct the activities of followers toward goal achievement

Leader-member exchange theory

leader-member relationships develop over time on a dyadic basis

Role taking

leader provides an employee with job expectations and the follower tries to meet those expectations

Role making

follower voices their own expectations for the relationship

Autocratic style

leader makes the decision alone without asking for opinions

Consultative style

leader presents the problem to employees asking for their opinions and suggestions before ultimately making the decision themself

Facilitative style

leader presents the problem to a group of employees and seeks consensus on a solution, making sure that their own opinion receives no more weight than anyone else's

Delegative style

leader gives the employee the responsibility for making decisions within some set of specified boundary conditions

Time driven model of leadership

seven factors, including the importance of the decision, the expertise of the leader, and the competence of the followers, combine to make some decision-making styles more effective than others in a given situation

Life cycle theory of leadership

combination of initiating structure and consideration depends on the readiness of the employees

Telling

leader provides specific instructions and closely supervises performance

Selling

leader explains key issues and provides opportunities for clarification

Participating

leader shares ideas and tries to help the group conduct its affairs

Delegating

leader turns over responsibility for key behaviors to employees

Transformational leadership

leader inspires followers to commit to a shared vision that provides meaning to their work while also serving as a role model who helps followers develop their own potential and view problems from new perspectives

Laissez-faire leadership

leader avoids leadership duties altogether

Transactional leadership

leader rewards or disciplines the follower based on performance

Passive management by exception

leader waits around for mistakes and errors, then takes corrective action as necessary

Active management by exception

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

Idealized influence

leader behaves in ways that earn the admiration, trust, and respect of followers, causing followers to want to identify with and emulate the leader

Inspirational motivation

leader behaves in ways that foster an enthusiasm for and commitment to a shared vision of the future

Intellectual stimulation

leader behaves in ways that challenge followers to be innovative and creative by questioning assumptions and reframing old situations in new ways

Individualized consideration

leader behaves in ways that help followers achieve their potential through coaching, development, and mentoring