mgmt pg. 429-450
Terms
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- networking
- interacting with individuals both within and outside the organization can provide important info, build peer relationships, and promote cooperation
- autocratic leader
- makes most dicisions
- relationship behavior
- the extent to which the leader engages in two-way or multi-way communication. includes listening, facilitating, and supportive behaviors
- commanding
- leader issues orders w/o asking input; should be used only in crisis situations
- encouraging the heart
- leaders recognize the work of toerhs and encourage others when they become exhausted, frustrated, or disenchanted
- democratic
- leader gains input from others in decision making process; listening is a key strength of this style
- path-goal concept focuses on
- leader's impact on the subordinate's goals and the paths to achieve those goals
- McGregor's Theory X
- negative theory. suggests that motivation will be primarily through fear and that the supervisor will be required to maintain close surveillance of subordinates if the organizational objectives are to be attained
- employees who have minimal control over their environment tend to act
- passively, dependently and subordinate ways, and therefore behave immaturely
- expert power
- held by those who are viewed as being competent in their job. knowledge gained through education or experience and a demonstration of ability to perform are sources of expert power
- democratic leader
- guides and encourages the group to make decisions
- personal power
- comes from personal attributes and expertise
- task structure
- degree of structure in the task assigned to the group
- how do managers learn to create an environment conducive to a high level of employee motivation?
- managers should develop an understanding and philosophy of human nature and its influence on leadership style
- reward power
- comes from a leader's ability to reward others (inc in pay, promotions, or favorable job assignments)
- transformational leadership
- leadership that inspires followers to become motivated to work toward organizational rather than personal gain
- job assignments
- holding positions htat provide leadership experiences
- what do effective leaders do?
- develop and provide a complete vision. earn and return trust. listen and communicate effectively. persevere when others give up
- traits which show the strongest relationship to leadership
- intelligence, task-relevant knowledge, dominance, self-confidence, energy/activity level, tolerance for stress, integreity and honesty, emotional maturity
- pacesetter
- leader has a drive to succeed not based on external rewards but on own high standards of excellence; works in situations where employees are self-motivated, highly competnent, and need little direction
- one that is in charge of an organization, has authority for punishment and rewards has what types of power?
- legitimate, coercive, and reward
- modeling the way
- leaders lead by example
- resonance
- leader's ability to peceive and influence the emotions of others
- enabling others to act
- leaders encourage team work and collaboration and empower others; believed to be the most significant of the practices
- Argyris theory in colloquial terms can be summarized as
- management creates "Mickey Mouse" jobs and then is surprise with "Mickey Mouse" behavior
- three variables in the acontingency approach
- leader-member relations, task structure, position power
- postition power
- derived from a person's official position in an organization
- leadership
- process of influencing activites of an individual or group toward achieving organizational goals
- supportive
- leadership behavior characterized by being friendly and showing concern for subordinates' well-being and needs
- benevolent autocratic style
- indicates that only certain minor dicisions are made by employees, and commincation moving upward is generally ignored. rewards are given, but threats and punishment are the norm
- primal leadership
- the emotional task of the leader is primal (first and most important)
- what is a mean by which a leader influences the behavior of followers?
- power
- metacognition
- ability to learn and adapt to change. involves the ability to introspectively analyze one's ability to define and solve problems and find ways to improve. includes self-awareness of one's strengths and limitations related to skills and emotions
- 360-degree feedback
- getting evaluative input from subordinates peers and superiors helps identify aspects of one's leadership that might need to be changed
- servant leader
- individuals who were servants first not leaders first. encourages collaboration, trust, foresight, listening, and the ethical use of power and empowerment
- thinking-feeling (TF)
- thinking uses logical, analytical, objective decision making; feeling relies of feeling, and personal and social values in decison making
- information power
- based on the leader's possesion of or access to info that others perceive as valuable. power influences others either b/c they need the info or want to be a part of things
- coaching
- leader works one-on-one with emplyees to help identify their strengths and weaknesses and career goals and build self confidnece and autonomy; work is delegated to employees based on their abilities
- formal leaders
- leaders which have formal authority to exert influence on others
- inspiring a shared vision
- leaders invent the future and enable others to become excited about this vision
- managers who hold to Theory Y tend to be
- participative
- judgement-perception (JP)
- judgment uses a judgment process when viewing others in the world; perception denotes a use of a perceptive process about others
- six keys to effective leadership style
- develop a vision, trust your subordinates, encourage risk, simplify, keep your cool, invite dissent
- affiliative
- leader focuses on the emotional needs of employees and promotes harmony, fosters firendly interactions, and nurtures personal relationships
- readiness
- desire for achievement based on challenging but attainable goals, willingness and ability to accept responsibility, and education or experience and skills relevant to a particular task
- consideration
- indicates behavior that expresses friendship, develops mutual trust and respect and develops strong interpersonal relationships with subordinates
- exploitive autocratic management style
- employees are motivated by fear, threats, and punishment and seldom by reward. almost all decisions are made by top management and only occasionally does communication move up from employees to the manager
- three forces identified as affecting the leadership appropriate in a given situation
- forces in the manager, forces in the suboridinates or nonmangers, forces in the situation
- five bases of power
- legtitimate, reward, coercive, expert, referent
- position power
- power and autority a leader's position provides
- initiating structure
- indicates behavior that defines work and establishes well-defined communication patterns and clear relationships b/w the leader and subordinate
- how do managers who hold to Theory X tend to be
- autocratic
- sensing-intuition (SN)
- sensing denotes a preference for clear, tangible data; intuition shows a preference for abstract and conceptual
- participative management style
- operates on a basis of trust and responsibility. employees discuss the job with their superiors, and communication flows up, down, and alaterally; desion making is spread evening through the org
- participative
- leadership behavior characterized by sharing info, consulting w/ employees, and emphasizing group decision making
- power
- the resource that enables a leader to induce compliance or influence others
- transactional leadership
- leadership that focuses on clarifying roles and responsibilities and use of rewards and punishment to achieve goals
- legitimate power
- comes from the formal position held by an individual in an org, generally the higher position. induces compliance from others b/c the followers believe this person has the right to give directions by virtue of their position
- executive coaching
- interacting one-on-one with a coach to assess leader strenghts and weakness and develop a comprehensive plan for leadership development
- referent power
- also called charisma. based on identification of followers with a leader. generally leader is well liked and admired by others
- Leadership Practices Inventory (LPI)
- a tool for measuring practices found common in leaders
- coercive power
- comes from the authority of the leader to punish those who do not comply (can fire, demote, threaten, or give undesireable work assignments to induce compliance)
- task behavior
- extent to which the leader engages in spelling out the duties and responsibilities of an individual or group. includes telling people what to do, how to do it, when to do it, where to do it, and who is to do it
- consultative style
- employees gain some confidence. info flows up and down. all major decision come from the top
- visionary
- leader articulates where the organization is going and attunes the vision to the values of the employees to ehlp them believe in the importance of their work to this vision; viewed as the most effective style
- extroversion-introversion (EI)
- extroverts are outer world oriented and base their perception on people and objects; introverts are inner world oriented and base their perceptions on concepts and ideas
- internal locus of control
- operational with people who attribute task success or failure to their own strengths and weaknesses
- social intelligence
- ability to determine the requirements for leadership in a particular situation and select the appropriate response
- behavioral flexibility
- the ability and willingness to modify one's behavior to fit the situation
- what practices might be considered seriously if a manager accepts Theory Y?
- flexible working hours, job enrichment, participative decision making, and abandonment of time clocks
- laissez-raire leader
- allows the group to make decisions
- directive
- leadership behavior characterized by providing guidelines, letting subordinates know what is expected, setting definite performance standards, and controlling behavior to ensure adherence to rules
- characteristics of maturity
- increased activity, independence, capable of behaving in many ways, deeper, stronger interests, long time perspective (past and future), equal or superordinate position, awareness and control over self
- emotional intelligence
- extent to which a person is in tune with his/her own feelings and the feelings of others
- mentoring
- receiving support from more experienced colleagues to help in career development
- external locus of control
- characteristic of people with a tendency to attribute success or failure to the nature of the situation around them
- consideration and initiating structure are
- separate and distinct dimensions
- leader-member relations
- personal relations with members of the group
- what does new managerial work consist of?
- looking outside an area of responsitbility to find opportunities and of forming teams from relevant disciplines to address them
- challenging the process
- leaders take risks, innovate, and experiment
- connection power
- based on the leader's connections with influential or important persons inside or outside the org
- situational factors
- include subordinates' characteristics, such as locus of control, and characteristics of the work environment, such as structure and complexity of the task
- achievement oriented
- leadership behavior characterized by setting challenging goals and seeking to improve performace
- personal characteristics needed for someone to be a truly effective leader
- character, charisma, commitment, communication, competence, discernment, focus, generosity, initiative, listening, passion, positive attitue, problem solving, relationships, responsibility, security, self-disciple, servanthood, teachability, vision
- locus of control
- the tendency of people to rely on internal or external sources
- McGregor's Theory Y
- positive, emphasizes managerial leadership by permitting subordinates to experience personal satisfaction and to be self-directed
- informal leaders
- leaders who have no formal job authority, yet may exert considerable influence b/c of special skills or talents
- action learning
- participating in a continous process of learning and reflection
- consistency
- using the same style for all similar situations and varying the stlye appropriately as the situation changes
- socail perceptiveness
- the ability to understand the functional needs, problems, and opportunities of a person or group and the characteristics, social relationships, and collective processes that will enhance or limit the ability to influence that person or group
- characteristics of immaturity
- passive, dependence, behave in a few ways, erratic, shallow interests, short time perspective, subordinate position, lack of awareness of self