MGMT 3000 1st Edition Lecture 25Outline of Last Lecture I. Pink’s Theory II. Motivating with Equity Theory III. Expectancy Theory IV. Reinforcement Theory V. Goal Setting Theory Outline of current Lecture I. Manager vs. Leader II. Traits Theory III. Leadership Behavior IV. Fiedler’s Theory Current Lecture Manager vs. Leader Administration vs. setting the vision Short term vs. Long term Means vs. the end Builders vs. Architects Problem solving vs. inspiring/motivating Leadership is about intrinsic motivation while manager’s focus on technical stuff Traits Theory Traits are relatively stable characteristics such as abilities, psychological motives, or consistent patterns of behavior- Also known as the “great person” theory because early versions of the theory stated thatleaders are born, not made. - In other words, you either have the right stuff to be a leader, or you don’t. And if you don’t, there is no way to get it. - Main Idea: Effective leaders possess a similar set of traits and characteristics- Traits: o Drive refers to high levels of effort and is characterized by achievement, motivation, initiative, energy, and tenacityo Successful leaders also have a stronger desire to lead. They want to be in charge and think about ways to influence or convince others o Honesty, being truthful with others, is a cornerstone of leadershipo Integrity is the extent to which leaders do what they say they will do. These notes represent a detailed interpretation of the professor’s lecture. GradeBuddy is best used as a supplement to your own notes, not as a substitute.o Self-confidence, or believing in one’s abilities, also distinguishes leaders from nonleaders. o This also means that leaders have emotional stability. Even when things go wrong, they remain even-tempered and consistent in their outlook and in the way they treat others. o Leaders typically have strong cognitive abilities. This doesn’t mean that leaders are necessarily geniuses—far from it. But it does mean that leaders have the capacity to analyze large amounts of seemingly unrelated, complex information and see patterns, opportunities, or threats where others might not see them. o Leaders who have a good knowledge of the business understand the key technological decisions and concerns facing their companies. Leadership Behaviors Two leadership behaviors form the basis for many of the leadership theories discussed in this chapter:• Initiating structure: degree to which a leader structures the roles of followers by setting goals, giving directions, setting deadlines, and assigning tasks. A leader’s ability to initiate structure primarily affects subordinates’ job performance. • Increases Job performance and productivity • Consideration: is the extent to which a leader is friendly, approachable, and supportive and shows concern for employees. • Consideration primarily affects subordinates’ job satisfactionFiedler’s contingency theory - Leaders are effective when the work groups they lead perform well. - Fiedler assesses leaders by the conduct and performance of the people they supervise. - Second, Fiedler assumes that leaders are generally unable to change their leadership- Third, Fiedler assumes that the favorableness of a situation for a leader depends on the degree to which the situation permits the leader to influence the behavior of group members. Least Preferred WorkerFielder Defines the Least Preferred coworker: a questionnaire scale to measure leadership style. The way that leaders treat people now is probably the way they’ve always treated others. - If you think of your least preferred coworker as a good person then you are a Relationship Oriented Person - If you think of your least preferred coworker as a negative image then you are a Task Oriented Person Situational favorableness is the degree to which a particular situation either permits or denies aleader the chance to influence the behavior of group members. 3 components:1. Leader – member relations refers to how well followers respect, trust, and like their leaders2. Task Structure: Task structure is the degree to which the requirements of a subordinate’stasks are clearly specified3. Position Power: degree to which leaders are able to hire, fire, reward, and punish workers. The more influence leaders have over hiring, firing, rewards, and punishments, the greater their power.Matching Leadership styles to situations Group performance is good for a task-oriented leader when Leader member situations are good, Task structure is high and position power is weak Group performance is Bad for a task-oriented leader when the relations good, Task structureis low and the position power is strong Group Performance is good for relationship oriented leaders is good only when relation are good, task structure is low and position power is low Leaders and situations - Fiedler assumes leaders to be incapable of changing their leadership styles. - The key to applying Fiedler’s contingency theory in the workplace:o Accurately measure and match leaders to situations.o Teach leaders how to change situational favorableness by changing leader-member relations, task structure, or positive