Leadership Final Review Chapter 4

Front 1

style approach: perspective

Back 1

-emphasizes behavior
-focus on what leaders do and how they act

Front 2

style approach: definition

Back 2

-comprised of 2 general kinds of behavior
a. task
b. relationship

Front 3

style approach: task

Back 3

-facilitate goal accomplishment: help group members achieve objectives

Front 4

style approach: relationship

Back 4

-help subordinates feel comfortable with themselves, each other, and the situation

Front 5

style approach: LBDQ; Ohio state studies

Back 5

-identify number of times leaders engaged in specific behaviors (150 questions)
-participant settings (military, industrial, educational, etc.)
-results: particular clusters of behaviors were typical of leaders

Front 6

style approach: LBDQ-XII (Stogdill, 1963)

Back 6

-shortened version of LBDQ
-most widely used leadership assessment instrument
-results: two general types of leader behavior
a. initiating structure
b. consideration

Front 7

style approach: LBDQ-XII: initiating structure

Back 7

-leaders provide structure for subordinates
-task behaviors: organizing work, giving structure to work context, defining role responsibility, scheduling work activities

Front 8

style approach: LBDQ-XII: consideration

Back 8

-leaders nurture subordinates
-relationship behaviors: building camaraderie, respect, trust, and liking between leaders and followers

Front 9

university of Michigan studies

Back 9

-exploring leadership behavior: specific emphasis on impact leadership behavior has on performance of small groups
-results: two types of behaviors conceptualized as opposite ends of a single continuum
a. employee orientation
b. production orientation

Front 10

employee orientation

Back 10

strong human relations emphasis

Front 11

production orientation

Back 11

-stresses the technical aspects of a job

Front 12

Blake and Mouton's managerial leadership grid

Back 12

-historical perspective
-leadership grid components
a. authority compliance (9,1)
b. country club management (1,9)
c. impoverished management (1,1)
d. middle of the road mgmt (5,5)
e. team mgmt ( 9,9)
f. paternalism/maternalism (1,9 ; 9,1)
g. opportunism

Front 13

historical perspective of Blake and Mouton's managerial leadership grid

Back 13

-developed in early 60's
-used extensively in organizational training and development
-purpose: explain how leaders help organizations to reach their purposes
-two factors:
a. concern for production
b. concern for people

Front 14

authority compliance (9,1)

Back 14

-efficiency in operations resulting from arranging conditions of work such that human interference is minimal
-role focus: HEAVY emphasis on task and job requirements and LESS on people
-communicating with subordinates outside task instructions not emphasized
-results driven
-(9,1) leaders are seen as controlling, demanding, hard driving, and overpowering

Front 15

country club (1,9)

Back 15

-thoughtful attention to the needs of people leads to a comfortable , friendly organizational atmosphere and work tempo
-LOW concern for task accomplishment coupled with HIGH concern for interpersonal relationships
-de-emphasize production
-(1,9) leaders try to create a positive climate by being agreeable, eager to help, comforting, non controversial

Front 16

impoverished (1,1)

Back 16

-min. effort exerted to get work done is appropriate to sustain org. membership
-leader unconcerned with both task and relationship
-goes through the motions, but uninvolved and withdrawn
-1,1 leaders have little contact with followers and are indifferent, noncommittal, resigned, and apathetic

Front 17

middle of the road (5,5)

Back 17

-adequate org. performance possible through balancing the necessity
-leaders who are compromisers have intermediate concern for task and people who do task
-to achieve equilibrium, leader avoids conflict while emphasizing moderate levels of production and interpersonal relationships
-(5,5) leaders described as expedient, prefers middle ground, soft pedals disagreement, swallows convictions in the interest of "progress"

Front 18

team (9,9)

Back 18

-work accomplished through committed people
-interdependece via a "common stake"
- strong emphasis on both task and relationship
-promotes participation, acts determined, makes priorities clear, follows through, open minded, and enjoys working

Front 19

paternalism/maternalism

Back 19

-reward and approval are bestowed on people in return for loyalty and obedience; failure to comply leads to punishment

Front 20

paternalism/maternalism

Back 20

-role focus: leaders who use both 1,9 and 9,1 without integrating the two
-the "benevolent dictator" acts gracious for purpose of goal accomplishment
-treats people as though they were disassociated from the task

Front 21

opportunism

Back 21

-people adapt and shift to any grid style needed to gain maximum advantage

Front 22

opportunism

Back 22

-role focus: performance occurs according to a system of selfish gain
-leader uses any combo of basic 5 styles for personal advancement
-leader usually has a dominant grid style used in most situations and a backup style that is reverted to when under pressure

Front 23

focus on style approach

Back 23

-primarily a framework for assessing leadership in a broad way, as behavior with a task and relationship dimension

Front 24

overall scope

Back 24

-offers a means of assessing in a general way the behaviors of leaders

Front 25

strengths of style approach

Back 25

-major shift in leadership research from trait focused to include behavior and actions
-broad range of studies validate and gives credibility
-at conceptual level, leader's style is composed of two major types: task and relationship
-heuristic: leaders can learn about themselves and how they come across to others by trying to see their behaviors in light of the task and relationship dimensions

Front 26

criticisms

Back 26

-research has not adequately demonstrated how styles are assoc. with performance outcomes
-no universal style could be effective in almost every situation
-implies the most effective style is high-high, research finding is limited

Front 27

application

Back 27

-many leadership training/dvlpmt programs are designed along the lines of this approach
-managers can determine how they're perceived, and how to change
-applies to nearly everything a leader does