Key ConceptsMHR 3200—Exam 3 (3:55 pm)Note: This is not an all-inclusive list, but rather is intended merely to be a list of the major concepts we covered in class of which you should have a good level of knowledge and understanding (this doesn’t necessarily cover all lecture content!). I reserve the right to ask questions on Exam 1 that do not tie directly to material on this list but do fall into the required reading and/or other presentation materials for this section of the course.Because the following list relates primarily to lecture materials, I would also strongly suggest reviewing the key terms and vocabulary from the text(s) as well.Leadership- Definition of leadership- The Process of providing direction and influencing individuals or groups to achieve goals.- Two components of leadership: Moral and follower perspectives- Leadership vs. management- They are both equally important. Highly encouraged to develop both of them. - Behavioral theories of leadership (e.g., Ohio State studies, Leadership Grid, etc.)- Ohio State studied two independent dimensions of leader behavior1. Consideration: Involves leader behavior associated withcreating mutual respect or trust and focuses on a concern for group members’ needs and desires.2. Initiating structure: A leader behavior that organizes and defines what group members should be doing to maximize output.3. Oriented at right angles to yield four behavioral styles of leadership; low structure-high consideration, high Which of these is more important for organizational success?structure-high consideration, low structure-low consideration, and high structure-low consideration4. Results showed that there is not one best style of leadership but they confirmed the importance of consideration and structuring leader behaviors.- University of Michigan studied two different styles of leadership1. Employee centered2. Job centered - Leadership grid: - Contingency theories of leadership (e.g., Situational Leadership, etc.)- Situational theories: Propose that the effectiveness of a particular style of leader behavior depends on the situation.- Path Goal Theory: Theory created to see the interaction b/w fourleadership styles (directive, supportive, participative, upward-influencing and achievement oriented)o Contingency factors: Situational variables that cause one style of leadership to be more effective than another.o Path-goal theory has two groups of contingency variables: Employee characteristics and environmental achievemento Employee characteristics contains 5 parts locus of control, task ability, need for achievement, experiment, and need for clarityo Environmental factors Task structure (independent vs. interdependent tasks) and work-group dynamics.o Employees with internal locus of control are more likely to prefer participative or achievement-oriented leadership because they believe they have control over the work environment.-Country ClubManagement-Applying Situational Theories: 1. Identify important outcomes.- Determining the goals the leader is trying to achieve.2. Identify relevant leadership types/behaviors.- Identify the specific types of behaviors that may be appropriate for the situation at hand.3. Identify situational conditions.- Ex: Star quarterback gets hurt, so this may require the team to adopt a different strategy toward winning the game.4. Match leadership to the conditions at hand.-Use knowledge about OB to determine the best match between leadership styles/behaviors and the situation at hand.5. Determine how to make the match.- Implement the leadership styles determined in step 4. Use two steps: 1. Change the person in the leadership role or the leader can change his or her style/behavior.-- Transactional vs. transformational leadership- Transactional leadership: Focuses on clarifying employees’ role and task requirements and providing followers with positive and negative rewards contingent on performance. - Transformational leaders: Engender, trust, seek to develop leadership in others, exhibit self-sacrifice and serve as moral agents, focusing themselves and followers on objectives that transcend the more immediate needs of the work group. Threethings that transformation leaders do: (1. Vision) (2. Communicate) (3. Mobilize commitment)- Laissez-Faire Leadership: Not assuming leadership responsibilities, NOT a way to lead.- Charismatic leadership and leaders- Contemporary views of leadership (e.g., Kouzes and Posner)The “Extraordinary Leader” Model- Character- Personal Capability- Focus on Results- Interpersonal Skills- Ability to Lead Organizational Change (as required)- Business leadership- What’s required to become a great leader (e.g., introspection, etc.)Characteristics of Charismatic Leaders*Source: Kouzes, J., and Posner, B. (1995). The Leadership Challenge. San Francisco, CA: Jossey-Bass*Source: Zenger, J. and Folkman, J. (2002). The Extraordinary Leader. New York, NY: McGraw-Hill.-Initiative—because almost everybody has good ideas-Effort—because there is no substitute for hard work-Persistence—because great things often take time-Courage—because the road is often rocky-Optimism—because in the end, it probably will work out- Leadership and strengths - Strength is the drive to leadership excellence. Great leaders are characterized by their presence of recognized strengths- Three different groups of leaders: o “Poor” to “Fair”-bottom 20%o “Good” to “middle”- 60%o “Great” –upper 20%o Moving from GOOD to GREAT happens by building your strengths.An explicit commitment to becoming a great leader involves:1) Introspection2) Self-candor and objectivity3) A willingness to do what it takes to improve4) A time commitment5) A dissatisfaction with being merely “good”- Model of leadership excellence (e.g., competencies, passions, etc.)Another model of leadership excellence:Human Resource PlanningPassions vs. Competencies- Understanding the basic nature of human resource planning (i.e., its purpose)- Human resource planning: Identifying the numbers and types ofemployees the organization will require to meet its objectives.- Basic elements of human resource planning- Organizations need a clear idea of the strengths and weaknesses of their existing internal labor force. - Must know what their future holds- Compares present state of the organization to the future- Job analysis- A technical procedure that defines a job’s duties, responsibilities, and
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