Study Guide Exam 3 Leadership Definition of leadership o Leadership a social influence process in which the leader seeks the voluntary participation of subordinates in an effort to reach organizational goals Leadership involves mentoring coaching inspiring and motivating at the individual level Leaders build teams create cohesion and resolve conflict at the group level At the organizational level leaders build culture and create change o The process of providing direction and influencing individuals or groups to achieve goals Leadership vs management o Management Focused more on the current Promotes stability and efficiency Management skills Planning Organizing Analytical thinking Communicating informing Keeps the trains running on time Focused more on the future Promotes change and adaptation Leadership skills Strategic thinking Conceptual thinking Innovation creativity Inspiring o Leadership Decides where the tracks should be placed o Need to be good at both of these When do you need to be management leadership Behavioral theories of leadership e g Ohio State studies Leadership Grid etc o The Ohio State Leadership Studies Two independent dimensions of leader behavior consideration and initiating structure Consideration involves leader behavior associated with creating mutual respect or trust that focuses on a concern for group members needs and desires Initiating structure leader behavior that organizes and defines what group members should be doing to maximize output These two dimensions of leader behavior yield four behavioral styles of leadership low structure high consideration high structure high consideration low structure low consideration and high structure low consideration o University of Michigan Studies Identified two different styles of leadership employee centered and job centered o Managerial Grid Concern for People and Concern for Production 2 x 2 matrix with 5 leadership styles o o Consideration people behavior o Initiating task production Contingency theories of leadership e g Situational Leadership etc o Situational Theories propose that the effectiveness of a particular style of leader behavior depends on the situation o Situational Leadership Fiedler s Contingency Model the performance of a leader depends on two interrelated factors 1 The degree to which the situation gives the leader control and influence that is the likelihood that the leader can successfully accomplish the job and 2 The leader s basic motivation that is whether the leader s self esteem depends primarily on accomplishing the task or on having close supportive relations with others Leaders are either task motivated or relationship motivated Leaders have one dominant leadership style that s resistant to change Situational control refers to the amount of control and influence the leader has in his or her immediate work environment High control implies that the leader s decisions will produce predictable results because the leader has the ability to influence work outcomes Low control implies that the leader s decisions may not influence work outcomes because the leader has little influence Leader member relations reflect the extent to which the leader has the support loyalty and trust of the work group Task structure concerned with the amount of structure contained within tasks performed by the work group Position power refers to the degree to which the leader has formal power to reward punish or otherwise obtain compliance from employees This model emphasizes the point that leadership effectiveness goes beyond traits and behaviors it s a function of fit between a leader s style and the situational demands at hand Leaders need to modify their style to fit a situation leadership styles are not universally effective Individual Don t show the same style of leadership to every person Ex Use this model to determine leadership teaching someone to drive a car Driver starts at R1 moves up overtime Task behavior o Path Goal Theory Leadership Behaviors Path Goal Theory describes how leadership effectiveness is influenced by the interaction between four leadership styles directive supportive participative and achievement oriented and a variety of contingency factors Contingency factors situational variables that cause one style of leadership to be more effective than another Five important employee characteristics task ability need for achievement experience and need for clarity work group dynamics are task structure and Two relevant environmental factors are locus of control Directive leadership An instructional type of managerial style characterized by a leader who tells subordinate staff what they are expected to do and how to perform the expected tasks A directive leadership style might be helpful for a manager within a business where their subordinate staff members have jobs that are not particularly specialized and so they need more guidance to avoid uncertainty Supportive leadership showing concern for the well being and needs of employees being friendly and approachable treating employees as equal Achievement oriented leadership setting challenging goals emphasizing excellence demonstrating confidence in employees abilities Participative leadership Style of leadership in which the leader involves subordinates in goal setting problem solving team building etc but retains the final decision making authority Upward influencing leadership The most appropriate type s of leader behaviors are situation specific The job is to clear the path to goal Transactional vs transformational leadership o Transactional Leadership o Transformational Leadership Clarifying role requirements task requirements accountabilities etc Providing positive and negative rewards for performance Focuses on clarifying employees role and task requirements and providing followers with positive and negative rewards contingent on performance Encompasses the fundamental managerial activities of setting goals monitoring progress towards goal achievement and rewarding and punishing people for their level of goal accomplishment Good at transactions feedback hearing conversations setting goals Provides a transformational change in engagement of organizational members toward organizational goals Not a substitute for transactional leadership but a complement to it Generate 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
View Full Document
Unlocking...