Org Psych Ch 12-14
Terms
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- Leader Emergence
- study of the characteristics of individuals who become leaders, examining the basis on which they were appointed, or simply accepted
- Leader Effectiveness
- study of which behaviors on the part of a designated leader (regardless of how it was achieved) led to an outcome valued by the work group or organization
- Problems with measuring/studying leadership
-
-in what period should they be studied..
-leader's behavior is not always immediate or detectable
-"lag" - Leader
- the individual in a group given the task of directing task-relevant group activities or, in the absence of a designated leader, carries the primary responsibility for performing these actions
- Supervisor/Manager
- specified position with ASSIGNED leadership tasks. Does not imply leadership. Leadership is HOW the tasks are carried out with respect to the work group.
- Leader Development
- concentrates on developing, maintaining, or enhancing individual leader attributes such as knowledge, skills, and abilities
- Leadership Development
- concentrates on the leader-follower relationship and on developing an environment in which the leader can build relationships that enhance cooperation and resource exchange
- Trait Theories
- attempt to show that leaders posess certain chatacteristics that non-leaders do not
- Power Approach
- examines the types of power weilded by leaders
- Reward Power (power approach)
- the potential of a supervisor to mediate or dispense valued rewards
- Coercive Power (power apporach)
- the potential of a supervisor to mediate or dispense punishments
- Legitimate Power (power approach)
- the "right" of a supervisor to influence a subordinate and the obligation of the subordinate to accept that influence
- Referent Power (power approach)
- the identification of the subordinate with the supervisor, the power of example
- Expert Power (Power approach)
- the knowledge or expertise thata supervisor has in a special area
- Behavioral Approach
- begun by researchers at Ohio State U; focused on the kinds of behavior engaged in by people in leadership roles and identified two major types: consideration and initiating structure
- Consideration (OH Behavioral)
- included behavior indicating mutual trust, respect, and a certain warmth and rapport between supervisor and group
- Initiating Structure (OH Behavioral)
- included behavior in which the supervisor organizes and defines group activities and his relation to the group
- Task Oriented Behavior (Mich Studies)
- identified by U of M researchers as an important part of a leader's activities; similar to initiating structure from OSU
- Relations-Oriented Behavior (Mich Studies)
- identified by U of M researchers as an important part of a leader's activities; similar to OSU's consideration model
- Participative Behavior (Much Studies)
- unique to U of M, concluded that effective leaders expended considerable energy in interacting with teh group as a whole
- Fiedlers Contingency Theory
-
-Leader effectiveness is a function of:
-characteristics of the leader
-features of the situation - Fiedler's Contingency Theory
-
Style/Orientation of leader:
-least preferred coworker scale - Path-Goal Theory
-
Leadership Styles:
-directive behavior (goal clarification)
-achievement-oriented (encouraging behavior)
-supportive behavior (emotional support)
- participative behavior (mentoring, guiding, coaching) - Vroom-Yetton Model
- suggested that although a participation style might contribute to the satisfaction of group members, under certain circumstances, it could lead to a poor decision
- LMX Theory
-
Issues in leader-subordinate relationship:
-similarity (gender)
-number of subordinates
-workload
-resources
-self-efficacy - self efficacy (LMX)
- if a subordinate is rated high enough on self-efficacy, the leader is rated on having a high quality relationship with them
- Transformational Leaders
-
Leadership Strategies:
-idealized influence
-inspirational motivation
-intellectual stimulation
-individualized consideration - Charismatic Leaders
-
Characteristics:
-need for power
-incredibly confident
-impress followers
-have appealing visions
-set high goals and express confidence
-excellent communication, inspire through speeches and writing - Telecommuting
- communicating over a distance, phone,email,etc.
- Temporary Workers
- companies hire temporary consultants to fix a problem
- Gender and Leadership
- NO evidence supporting which sex makes a more effective leader
- Globe (culture and leadership)
-
-study leadership traits which are generally effective
-transformational leadership and leaders with charisma are most effective - Quality Circle
- work group arrangement that typically involves 6 to 12 employees who meet regularly to ID work-related problems and generate ideas to increase productivity or product quality
- Project Teams
- created to solve a particular problem, temporary group, members from different fields
- Production Teams
- self-managed work team who are on the frontline of manufacturing, self managed work teams have control over everything that they do, tasks, labor, hiring, performance, appraisals
- Virtual Team
- dispersed team who have to work together from different locations, saves time, sometimes barriers
- Why teams are on the rise
- during the past decade, the use of teams has increased dramatically
- why are teams on the rise
-
-"old" organizational structures can be too slow, too unresponsive, and too expensive to be competitive
-work teams can yeild quality, productivity, and cost improvements
-workers can benefit from increased autonomy and empowerment - Bureaucracy
- proposed by Max Weber in the 1940's to be the ideal form of organization; included a formal heirarchy; division of labor, and clear set of operating procedures
- Division of Labor (weber)
- dividing the performance of tasks in an organization into specialized jobs and departmental functions
- Delegation of Authority (weber)
- which refers to information about which lower-level employees report to higher level employees in an organization
- Structure (weber)
- refers to the formal way an organization is designed in terms of division of labor, delegation of authority, span of control; the levels of an org
- Span of Control (weber)
- refers to the number of positions of people who report to a single individual, that is, the width of the org
- Human Relations Theory
- adds a personal or human element to the study of organizations; considers the interrelationship between an organization's requirements and the characteristics of its members
- Theory X (McGregor)
- developed to describe the contrasting beliefs that managers hold about their subordinates; managers believe subordinates must be controlled to meet org ends
- Theory Y (McGregor)
- managers believe subordinates would be motivated to meet goals in the absence of organizational controls
- Contingency Theories
- propose that the best way to structure an organization depends on the circumstances of the org
- Woodward
- recognized that the technology employed in a particular company or industry could influence the most effective design for the org.
- Small Batch orgs (woodward's types)
- produce specialty product one at a time
- Large batch and mass production orgs (woodward's types)
- produce large numbers of discrete units- assembly-line operations
- Continuous process orgs (woodward's types)
- depends on a continuous process for output or product including orgs such as refineries, chem plants, and distilleries
- Resource Theory (recent ways to study Org Development)
- an org must be viewed in the context of its connections to other organizationsl the key to org survival is the ability to acquire and maintain resources
- Evolutional/Ecological approach (recent ways to study Org Development)
- adopts a biological model and concentrates on explaining why some types of orgs thrive and diversify, while others atrophy and disappear
- Climate
- a shared perception among employees regarding their work entity: a particular org ,division, department, or work group
- Culture
- shared beliefs and values created and communicated by the managers and leaders of an org to employees
- Climate/Culture Strength
- extent to which numbers of the organizations share a perception, or a value/belief pattern
- Socialization
- process by which a new employee becomes aware of the values and procedures fo an org
- Fit
- how an employee matches up to a job/org
- Attraction Selection Attraction model (ASA)
- proposes that organizations and individuals undergo process of jointlt assessing probable fit based primarily on personality characteristics; goal is to make the workforce homogenous with respect to personality characteristics
- Lewin's Model of Org Change
- unfreeze, change, refreeze
- Unfreezing (Lewin)
- first stage in which individuals become aware of their values and beliefs
- Changing (Lewin)
- second stage in which individuals adopt new attitudes, values, and beliefs
- Refreezing (Lewin)
- third stage in which the new attributes and values of individuals are stabilized
- Episodic Change
- organizational change characterized as infrequent, discontinuous, and intentional; often launched with fanfare, with senior leaders clearly atrticulating pathways to change and disseminating info about the process and desire end state
- Continuous Change
- ongoing, evolving and cumulative org change characterized by small, continuous adjustments, created simultaneously across units that add up to substantial change
- Survey Feedback (OD Techniques)
- gathering data from different sources in the work org and using discrepencies in these perceptions as background for discussion between the 2 groups to illuminate beliefs, values, and attributes
- Team Building (OD Techniques)
- groups are given tasks and members evaluate each other and provide feedback
- Process Consultation (OD Techniques)
- work group is asked to discuss a work related issue while being observed by consultants or managers. They are then presented with feedback and alternative strategies to accomplish their goal