Chapter 12

Front 1

Leadership

Back 1

is the process of guiding and directing the behavior of people in the work environment

Front 2

Formal Leadership

Back 2

occurs when an organization officially bestows on a leader the authority to guide and direct others in the organization

Front 3

Informal Leadership

Back 3

occurs when a person is unofficially accorded power by others in the organization and uses influence to guide and direct their behavior
-most researched but least understood

Front 4

Kotter Management Process

Back 4

o Planning and Budgeting
o Organizing and Staffing
o Controlling and Solving the Problem

Front 5

Kotter’s Leadership Process

Back 5

o Setting a direction
o Aligning people with the direction through communication
o Motivating people to action

Front 6

Zaleniks Personality-

Back 6

o Leaders- want change
o Managers – want stability and status quo

Front 7

Four Dimensions of Personalities Distinctions

Back 7

o Attitudes towards work
o Conceptions of work
o Relationships with other people
o Sense of self

Front 8

Strategic Leaders

Back 8

- combine both elements of a good leader and good manager

Front 9

Early Trait Theories

Back 9

• Leaders can be distinguished from followers based on physical attributes
• Leaders possess traits have failed to find a universal, distinguishing attributes of leaders

Front 10

Lewin Studies

Back 10

Autocratic
Democratic
Laissez Faire

Front 11

o Autocratic

Back 11

 Directive, stong, and controlling in relationships
 Rules and regulations

Front 12

o Democratic

Back 12

 Collaborative, interaction, less rules and regulations
 Have influence

Front 13

o Laissez Faire

Back 13

 Hands off
 High interpersonal conflict
 Role Ambuiguity

Front 14

• Ohio State Studies

Back 14

o Use of LBDQ
o Structure
 Is leader behavior aimed at defining and organizing work relationships and roles
o Consideration - is leader behavior aimed at nurturing friendly warm working relationships

Front 15

• Michigan Studies

Back 15

o Style of Leaderships
o Production Oriented
 Getting work done
 Constant influence
o Employee Oriented
 Concern for people and needs
 Concentrate on the relationships

Front 16

Leadership Grid

Back 16

o An approach to understanding a leader’s or managers concern for results and concern for people
o Called the managerial grid

Front 17

o Organization man manager

Back 17

o Is a middle of the road leader/medium concern for individuals

Front 18

o Authority Compliance Manager

Back 18

o Has a great concern for production and little concern for people

Front 19

o Team manager

Back 19

has great concern for people and production

Front 20

o Country Club Manager –

Back 20

o Great concern for people but little concern for production

Front 21

o Improvised manager –

Back 21

little concern for people or production

Front 22

o Paternalistic Manager

Back 22

rewards and punishments

Front 23

o Opportunistic Manager

Back 23

greatest self benefits

Front 24

Contingency Theories

Back 24

o Style must be appropriate for a particular situation

Front 25

o Fidelers Contingency Theory

Back 25

o Proposes that the fit between the leaders need structure and the favorableness of the leaders situation determines the teams effectiveness in work accomplishment
o Task oriented or relationship oriented

Front 26

o Situation Favorableness

Back 26

 Task Stucture- refers to the number and clarity of rules, regulations, and procedures for getting the work done
 Positon Power- refers to the leaders legitimate authority to evaluate and reward performance, punish errors, and demote group members
 Leader member reatlions – the quality of of interpersonal relationships among a leader and the group members
 Favorable- structured task, strong position power, good leader member relations

Front 27

o Leadership Effectiveness-

Back 27

 Low LPC- most effective with very favorable or very unfavorable leaderships situation
 High LPC- are most effective with intermediate favorableness
 Misfit
• The situation should be changed to match the leaders style

Front 28

Path- Goal Theory

Back 28

 Created by Robert House
 Clear the followers path to the goal

Front 29

 Four Leader Styles

Back 29

• Directive Style – specific guidance
• Supportive Style- express concern for the followers
• Participative Style- leader must engage in joint decision making activities with followers
• Achievement Oriented- must set challenging goals
• Adapt the leaders behavior and style to fit the characteristics of the followers and the environment

Front 30

o Vroom Yetton Jago Normative Decision Model

Back 30

 Knows when to have employees participate in the decision making process
 Recognizes the 4 styles of leader behavior
 Five Forms of Decision Making
• Decide – alone or sales it to the group
• Consult Individually – each group member individually
• Consult group
• Facilitate-presents the problem
• Delegate- lets the group make decisions
 Use a decision method most appropriate for a given decision situation by using matrices

Front 31

o Situation Leadership Model

Back 31

 Created by Paul Hersey and Kenneth Blanchard
 Leaders behavior should be adjusted to the maturity level of the followers
 Uses task and relationship oriented behavior
 High readiness – willing and able
 Low readiness- less able or willing
 Telling - S1- High Task and Low Relationship
 Selling - S2- High Task and High Relationship
 Participating- S3- High Relationship and Low Task
 Delegating- S4- Low Relationship and Low Task

Front 32

o Leader Member Exchange

Back 32

 Form different relationships with followers
 Two Groups
• In-groups
o Similar to the leader
o Organizational citizenship behavior
o Leader Stress
• Out-Groups
o Outside the circle
o Retaliate against the organization
o Stress- outside the communication

Front 33

Substitutes for Leadership

Back 33

 Situations that neutralize or even replace leader behavior
 Ways to replace the leader
o High Satisfaction
o High Skill
o Team Cohesiveness
o Formal Controls on the Part of the Organization

Front 34

Inspirational Leadership Theories

Back 34

– transformational, charismatic leadership, and authentic leadership

Front 35

Transformational Leadership

Back 35

 Inspire and excite followers to high levels of performance

Front 36

Four Sub Dimensions of Tranformational

Back 36

o Charisma- a leaders use of personal abilities and talents in order to have profound and extraordinary effects on followers
 Reality Distortion Field – persuading others of a idea even when it looks unrealistic
 Gift
 Referent power
 Can be negative or positive
o Individualized consideration- refers to how much the leader displays concern for each followers individual needs
o Inspirational motivation- is the extent to which the leader is able to articulate a vision that is appealing to followers
o Good transactional leadership cannot replace transformational leadership
o Goals are set to followers standards
o Authentic Leadership
 Includes transformational, charismatic or transactional approaches as the situation demands
 Have conscious and well developed sense of values
 High Morals
 Gandhi

Front 37

Emotional Intelligence

Back 37

o Is the ability to recognize and manage emotion in oneself and in others
o Is more important than IQ or skills
o Includes:
o Self awareness
o Empathy
o Adaptability
o Self Confidence
o Can be improved
o High Emotion- Better Decisions
o Low Emotion – Bad Decsions

Front 38

o Trust

Back 38

o Is the willingness to be vulnerable to the actions of others
o Understand who to trust and how to trust

Front 39

o Gender and Leadership

Back 39

o Women – have strong interpersonal skills
o Glass Cliff- represents a trend in organizations of placing more women in difficult leadership positions

Front 40

o Servant Leadership

Back 40

o Leaders lead by serving others
o Want to leave the organization in better shape for future generations

Front 41

o Abusive Supervision

Back 41

o Costly to productivity and increases absentism
o Costs companies money
o Supervisors direct there abuse on others

Front 42

Contemporary view

Back 42

followers have the potential for leadership /self leadership

Front 43

o Alienated Followers-

Back 43

 Think independently but are passive and distance themselves
 Bad to the organization

Front 44

o Sheep Followers

Back 44

 Passive and do not think independently

Front 45

o Yes People

Back 45

 Do not think critically but a very active
 Most dangerous to the organization because they just agree with the leaders

Front 46

o Survivors

Back 46

 Least disruptive and lowest risk followers

Front 47

o Effective Followers

Back 47

 Self management and self responsibility
 Dedicated to the organization
 Give their input
 Honest and credible
 Could be self leaders

Front 48

o Dynamic Follower

Back 48

 A follower who is responsible steward of his or her job is effective in managing the relationship with the boss, and practices self management
 Shares criticism and keeps the manager well informed

Front 49

Cultural Differences in Leadership

Back 49

o Different across in all countries even people inside large parts such as Latin America
o Must understand cultures
o China – Buddhism, Taoism, and Confucianism
o Differences in their goals into the future

Front 50

How do corporations handle the ethical actions?

Back 50

o Corporations never really risk the companies fortune to take a ethical action