Mgmt 3600 1st EditionExam # 4 Study Guide Chapters 12-15 Chapter 12Leadership in Organizational Setting Path-Goal Leadership: effective leaders styles that influence employee expectations about achieving performance and satisfaction with the outcomes of said performance. Best leadershipstyle depends on employee/situation.Four path goal leadership styles: Directive: task-oriented behaviors, structure.Supportive: People-oriented behaviors; provides support. Participate: Employee involvement Achievement-oriented: stretch goals; positive self-fulfilling prophecy.Path-Goal Leadership Model: Leadership behaviors (directive, supportive, participative and achievement-oriented) leads to Leader effectiveness (employee motivation, employee satisfaction and acceptance of leader) employee contingencies and environmental contingencies play a role. Skill and experience: when its low= directive and supportive leadership. Locus of Control: Internal=participative and achievement leadership. External= directive and supportive leadership.Task structure: Nonroutine: directive and/or participative leadership. Team dynamics: Low cohesion= supportive leadership. Dysfunctional norms= directive leadership. Situational Leadership Model: Telling, selling, participating and delegating. Best style depends on follower ability and motivation. It is the most popular model, does not have support for research. Fiedler’s Contingency Model: based on personality, leadership style is stable. Best style depends on situation. Theory has many problems, not very flexible and most people have a preferred style.Leadership Substitutes: Contingencies that limit a leader’s influence or make a particular leadership style unnecessary. (ex- training and experience replace task-oriented leadership).Implicit Leadership Perspective: (perceptions of characteristics of effective leaders)1. Leadership prototypes: preconceived beliefs about the features and behaviors of effective leaders. Favorable evaluation to leaders.2. Romance of leadership effect: amplify leader’s perceived effect on firm’s success; need to simplify explanations and situational control. Eight Leadership Competencies:1. Personality: extroversion, conscientiousness2. Self-concept: Complex, consistent, clear self-view and positive self-evaluation.3. Leadership Motivation: motivation to lead others, high need for socialized power.4. Drive: Inner motivation to pursue goals, action-oriented.5. Integrity: Truthfulness6. Knowledge of Business7. Cognitive/Practical Intelligence: above average cognitive ability and ability to solve real-world problems.8. Emotional Intelligence: Recognizing and regulating emotions in self and others. Authentic Leadership: Know yourself (self-reflection, feedback from trusted sources, and know your life story) Be yourself (develop your own style, apply your values, maintain a positive core self-evaluation).Leader Competency Perspective Limitations: Universal approach, leading is relational, competencies refer to leadership potential not performance.Cultural Issues in Leadership: society shapes leaders norms and values, influences their decisions and actions, shape follower prototype and effective leaders and some leadership styles are universal, others can differ across cultures. “charismatic visionary” seems to be universal and participative leadership works better in some cultures than others. There are gender issues in leadership: female leaders use more participative leadership, women rater higher on emerging leadership styles. Male/female leaders have similar tasks and people oriented leadership.Chapter 13: Designing Organizational StructuresOrganizational Structure: division of labor and patterns of coordination, communication, workflow and formal power that direct organizational activities.Division of labor and coordination: Division of labor: a result in specialization, separate jobs for different people, improves workefficiency. Coordination of work: Value of division of labor is limited to ability to coordinate work, can be costly. Three coordination mechanisms: informal communication, formal hierarch, and standardization. Informal communication: coordinates work in all firms, vital in ambiguous in nonroutine situations. Best in small firms, sometimes works in large firms. Large firms apply informal communication through, liaison roles, integrator roles, and temporary teams. Formal hierarchy: direct supervision, assigns legitimate power to manage others. Has some problems but is necessary. Standardization: create routine behavior. Processes (job descriptions), outputs (sales goals), skills (training). Elements of Organizational Structure: departmentalization, span of control, formalization, and centralization. Span of Control: Number of people reporting to the next level. Wider span of control is possiblewhen other coordinating mechanisms, routine tasks, and low employee interdependence. Tall vs Flat Structures: as companies grow, hierarchies grow bigger and widen span. Problems with tall hierarchies: poor upward information, overhead costs, and focus power around the mangers and the staff feels less empowered. Centralization: formal decision making authority is held by usually people at the top.Decentralization: increases as companies grow. Formalization: standardizing behavior through rule, procedures and training. Increases an companies grow larger. Problems with formalization: less organizational flexibility, discourages organizational learning/creativity, less work efficiency, increases job dissatisfaction and work stress, rules/procedures become focus of attention. Mechanistic vs Organic structures:mechanistic: narrow span of control, high centralization and formalization.organic: wide span of control, low formalization, and decentralized decisions.Functional Organizational Structure: organizes employees around specific knowledge or other resources. (ex- finance, information systems.)Evaluating functional structures: Benefits: economics of scale, supports professional identity, easier supervision.Limitations: emphasizes subunit, higher dysfunctional conflict, and poorer coordination.Divisional Structure: organizes employees around clients, geographic areas, and clients. depends on environmental diversity.Benefits: building block structure and focuses on markets/products/clients.Limitations: duplication, inefficient use of resources, silos of knowledge (expertise isolated across divisions) executive power