Management Chapter 14
Terms
undefined, object
copy deck
- formal leaders
- those who are officially assigned leadership responsibilities
- informal leaders
- those who are not officially assigned leadership roles, but who may actually exercise the leadership function
- organizational power (7)
-
legitimate power
reward power
coercive power
expert power
charisma power
referent power
informaiton power - dimensions of leadership
-
from studies of University of Michigan
task centered
people centered - managerial grid
- categorize the leadership styles of managers
- legitimate power
- power assigned to an individual who occupies a specific position within that organization
- reward power
-
managers are given admin power over a range of rewards
subordinate employees desire the rewards, they will be influenced by the possibility of receiving them as a product of their work performance - coercive power
-
managers ability to punish an employee
punishment or the threat of punishment does not promote desired employee performance-- it only discourages undesired worker actions - expert power
- this power is derived fromt the individuals special skills, knowledge, abilities, or previous experience.
- charisma power
- the power of one individual to influence another by force of character
- referent power
- power gained by association
- information power
- derived from the possession of important information at a critical time when such information is necessary to org functioning
- theories of leadership
-
genetic theory
trait theory
behavioral approach
situational approach
Fiedlers Contingency Model
Path goal Theory - genetic theory
- belief that leadership ability is transmitted genetically
- trait theory
-
this is a genetic approach
assumes that leaders are born not made
lives and management styles of well-known executives are subjected to close scrutiny by those seeking to determine the personal traits necessary for managerial success. - behavioral approach
-
sought to determine 0ne best leadership style that would work effectively in all situations
task orientation
employee orientation - task orientation
-
initiating structures
actions taken by the leader to accomplish the job - employee orientation
-
consideration
actions that characterize the way in which a leader relatres to and approaches subordinates - conclusions of behavioral approach (4)
-
1 leadership has at least 2 dimensions and is more complex than either a genetic or trait approach
2 leadership styles are flexible; managers can change the mix of task orientation and employee orientation as the situation requires
3 leadership styles are not innate; they can be learned
4 there is no one right style of leadership - situational approaches
-
contingency approach
complex vew of leadership that examines leadership styles, abilities, and skills and the needs of the situation - situation must be understood from 4 different dimensions
-
managerial characteristics
job characteristics
nature of the org
worker characteristics - managerial characteristics
-
skills
motivation
needs
experience
rewards - job characteristics
-
nature of the work
challenge of the work
teamwork requirements - nature of the org
-
org rules and policies
corporate culture
time and resource availability
org's performance expectation - worker characteristics
-
worker needs
worker values and personalities
worker experience levels
rewards - Fiedlers Contingency Model
-
situational approach
contingent on leader's behavior and how it interacts with aspects of the situation
based on least preferred coworker (LPC) - Variables in Fiedler's model
-
LPC
task structure
leader - member relations
leader position power - task structure
-
structued: describes a simple and routine task
unstructured: is a complex and non routine task - leader/member relations
-
the amount of confidence and trust each has in the other as well as the amount of shared respect
The more trust, confidence, and respect=increased leadership effectiveness - leader position power
- actual power of the leader within the org measured from strong to weak
- major outcome of Fiedler's approach
- given measures of situational variables a certain effective leadership style is recommended
- Path Goal Theory developed by
- Marting Evans and Robert House
- Path Goal theory maintains that a worker will be motivated to perform if:
-
1 he believes that the job can be accomplished (expectancy)
2 the rewards offered are suitable for the desired task accomplishments (instrumentality)
3 the rewards are meaningful to the individual (valence) - leader behaviors classified into 4 different classes
-
instrumental behaviors
supportive behaviors
participative behaviors
achievement oriented behaviors - instrumental behaviors
- managerial functions of planning, task assignment, controlling worker behavior