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30 Cards in this Set
- Front
- Back
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leader
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person in group who directs task-relevant activities or in the absence of a leader, carries the primary responsibility of performing these functions within the group
refers to the social-psych. aspect of the role of manager; deals with how the tasks of manager are carried out depends on followers to execute plans |
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manager
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job title
implies that tasks of duties of the person who holds the title depend on subordinates to carry out plans |
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leader emergence
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study of the characteristics of people who become leaders, examining the basis on which they were elected appointed, or accepted
big 5 factors associated with this: emotional stability, extraversion, openness to experience, and concienctiousness |
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leadership effectiveness
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study of which behaviors on the part of the designated leader (regardless of how they got there) led to an outcome valued by a group or organization
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great man theory
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developed by historians who examined the life of a respected leader for clues leading to his/her greatness; often focuses on galvanizing experiences or admirable traits that a leader possesses to a singular degree
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Ohio State University studies
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researchers at Ohio State decided to pursue the study of the behavioral approach
categories they discovered for characterizing leader behavior: consideration initiating structure |
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consideration
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part of behavioral approach; came from OSU studies
consideration: includes behavior indicating mutual respect and warm and rapport b/t supervisor and group; emphasizes concern for group-member's needs and includes allowing subordinates more participation in decision-making communication |
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initiating structure
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part of behavioral approach; came from OSU studies
the supervisor organizes and defines group activities and his relation to the group; he defines the role he expects each member to assume, assigns tasks, plans ahead, establishes how to get things done, and pushes for production; emphasizes overt attempts to achieve goals |
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questionnaires used to asses behavioral approach in OSU studies
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researchers focused on types of behavior engaged in leadership roles
1800 items descriptive of what supervisors do in their leadership roles; these items were classified into 10 broad categories of leader behavior; questionnaires were then developed in way that leader behavior could be described and scored on these 10 dimensions; supervisors were described by often they did each action stated in the questionnaire repeated use showed that the 10 categories could actually be lumped into 2 -- consideration and initiating structure |
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problems with OSU questionnaires
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results were inconsistent from one study to another
measurement was subject to bias and error responses may have been influenced by stereotypes of leaders respondents may have been attributed to desirable behaviors of effective leaders |
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University of Michigan studies
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studied behavioral approach like OSU studies did, but focused more on how leaders and groups interacted
focuses: - task oriented behavior (like initiating structure) - results-oriented behavior (like consideration) - participative behavior: allows subordinates more participation in decision-making and encourages communication -- *key point in leadership effectiveness* overall, leadership is more about the group as a whole than leader-follower interactions |
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Vroom's model on decision-making
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outgrowth of the participative approach; deals with the consequences of participation and the problems that arise from group members being at odds with each other or the leader about the decisions, and cases where group members may lack knowledge for making decisions
(see decision rules from study guide or p. 513 -- way too long to list) |
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5 major types of leader power according to French and Raven
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reward power: leader can mediate or dispense valued rewards
coercive power: leader can mediate or dispense punishments legitimate power: "right" of the leader to influence subordinates and the obligation of the subordinate to accept it referent power: identification of the subordinate w/ the supervisor; desire of the subordinates to act like the supervisor; power of example expert power: expertise leader has in a certain area |
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Graen's leader-member exchange approach (LMX)
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variant of influence approach
leaders adopt different behaviors w/ different subordinates; patterns that develop over time and depend on quality of leader-subordinate relationships; better relationships are overall correlated with good job performance and vice versa two types of subordinates: - in group members: good relationships with leader; higher latitude in negotiating work roles; leader usually deals with these people without using formal power or authority - out-group members: people who have lower-quality relationship with leaders and little latitude for negotiating work roles life cycle of leader-follower relationships: task of the leader is to drive the relationship from a first-stage relationship to a deeper one |
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influence tactics per se - Yuki
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transactional leadership - 9 tactics
1. articulate a clear and appealing vision 2. explain how it can be attained 3. act confident and optimistic 4. provide opportunities for early success 5. celebrate success 6. use actions to emphasize key values 7. lead by example 8. empower others to achieve vision 9. express confidence in follwers |
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multifactor leadership questionnaire (MLQ)
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self-report instrument used to validate Yuki's transactional theory and helped to develop the 9 tactics
criticisms: transactional leadership exists only in the eye of the beholder |
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fielder's cognitive resources theory (contingency model)
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proposed to take into account the role of the situation in exercise of leadership
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goal-path theory -- House
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includes characteristics of the subordinate and the situation at hand; assumes leader's responsibility is to show the subordinate the path to valued goals; the theory has sparse research but does consider new info
4 distinct leader styles: - supportive: friendly environment - directive: task-relevant scheduling of activities and informing subordinates of what is expected of them - participative: inviting subordinates to share in discussion and decision-making - achievement-oriented: provides subordinates w/ realistic and hard goals, and the feedback to support and achieve those goals |
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transformational leadership
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describes the behavior of inspirational political leaders who transform their followers by appealing to nobler motivations such as justice, morality, and peace
4 strategies: - idealized influence: leaders display conviction, emphasize trust and commitment, take stands, and aware of ethics - inspirational motivation: appealing to the future, promoting optimism and high standards, giving encouragement - intellectual stimulation: questioning old beliefs and ways of doing things and encouraging the expression of new ideas - individualized consideration: dealing with others as people, considering their needs; listening, advising, coaching, teaching |
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charismatic leader
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personal attribute of a leader that hypnotizes followers and compels them to identify with and attempt to emulate the leader -- associated with idealized influence; followers are emotionally attached to their leader and do not question him/her; followers see themselves as part of leader's goals
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GLOBE study
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(global leadership and organizational behavior effectiveness)
large cross cultural study on leadership by 170 social scientists and management researchers in over 60 countries traits can sometimes be related to cultural histories, customs, past leaders |
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universally accepted cultural traits
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based on GLOBE study
integrity - trustworthy, just, honest charismatic, visionary, inspirational - encouraging, positive, motivational, confidence builder, dynamic team-oriented - team building, communicating, coordinating excellence oriented, decisive, intelligent, win-win problem solver |
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universally rejected traits
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based on GLOBE
loner, noncooperative, ruthless, nonexplicit, irritable, dictatorial |
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culture-specific traits
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based on GLOBE
cunning, sensitive, ambitious, status-conscious |
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climate
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shared perception among employees regarding their work entity; a particular division, dept., or work group
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autocratic climate
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highly structured with little opportunity for individual responsibilty or risk taking
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democratic climate
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less-structured; more opportunity for responsibility and risk-taking
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culture
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system in which people share meanings in common ways of viewing events of objects
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culture-climate strength
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extent to which member of company share a perception (climate) or value/belief (culture)
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stages of organizational socialization
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1. getting in: learning about the perspective of the company
2. breaking in: first encounters at the company 3. settling in: making full entry into the company |
