In Class Giveaway The answer to question 1 is A 10 multiple choice questions 5 short answers 1 3 sentences 4 long answers Chapter 3 How Does Leadership Work Mediating the Effects of Leadership on Outcomes Leadership behaviors primarily exert indirect effects on outcome o High quality leadership enables employees to trust their leaders o This trust directly affects employee performance Some refer to this indirect flow as a downstream effect of leadership Leadership affects the way in which followers view o Themselves o Their work o Their relationships with their leaders These effects work as mediators intervening variables through which the effects of leadership must pass to influence the ultimate outcome leadership effects performance through self efficacy Types of Mediators Followers Self Perception Self Efficacy Beliefs reflects individuals beliefs that given sufficient effort they can succeed in specific behaviors o They predict the initiation maintenance and persistence of behavior in diverse situations o More focused specific than self esteem or self confidence o Stronger predictor of performance than individual skill levels Three most important factors in the development of self efficacy 1 Personal mastery experiences 2 Vicarious experiences 3 Verbal persuasion How these translate into leadership behaviors 1 Allowing others to attain expertise 2 Role modeling 3 Feedback not as helpful Any type of leadership raises employees self efficacy beliefs positively affects diverse organizational outcomes going above and beyond customer satisfaction etc Collective efficacy we can do it mediates just like self efficacy does Employees can gain from watching their leader demonstrate self efficacy watch as a role model Leaders with high efficacy beliefs are usually better leaders Transformational leadership better overall employee moods Followers Work Experiences Good leadership positive work experience more productive and healthy as well as improvement in family and community functioning The opposite is unfortunately true Meaningfulness of Work 5 core job characteristics that shape individuals psychological experience at work 1 Task variety the extent to which different skills are used 2 Task identity responsible for the whole job or just components of it 3 Task significance whether the job affects other people 4 Autonomy ability to make one s own decisions 5 Feedback about performance The 4 I s of transformational leadership emphasize meaningfulness Commitment to the Organization 3 major types 1 Normative feel like they should stay with their organization 2 Continuance need to stay with the organization 3 Affective want to stay with their organization o High levels transformational leadership and contingent rewards o Low levels passive management by exception and laissez faire Supervisor Organizational Embodiment followers believe that the supervisor embodies the organization as a while Commitment to the team only affects team based performance Commitment to the organization only affected organizational level outcomes Empowerment and Work Engagement Empowerment is a form of intrinsic task motivation combining individuals beliefs about o their competence o the impact of their work on task achievement o the subjective importance they ascribe to particular tasks o the autonomy they enjoy in work related decision making Outcome of empowerment individuals want to engage in their work and help their organizations Empowerment is at the individual and team level o Collective empowerment helps bolster individual empowerment o Leaders can enhance team performance by focusing on individuals needs Transformational leadership empowerment AND engagement Engagement involves an intensity that transcends job satisfaction passion for and commitment to the specific work o Too much engagement can be bad burnout High Performance Work Systems Commitment orientation opposed to control orientation Organizational goals are accomplished through practices that encourage employee involvement commitment and trust Associated with job satisfaction organizational commitment and psychological empowerment financial performance employee safety employee turnover service quality and overall firm performance Safety Climate Safety climate reflects shared perceptions concerning the policies procedures and practices regarding safety and its management Perceptions of safety climate consistently predict employees safety behaviors and injuries Team Cohesion and Potency Transformational leadership team cohesion and potency higher levels of group performance Influencing the Leader Member Relationship Trust in One s Leader Trust isn t just given by employees Employees trust transformational leaders who o Believe in their employees o Encourage their employees to speak for themselves o Emphasize other centered not self centered values Main Outcome suspend personal motives to concentrate fully on individual team performance on the task at hand Trust in one s leader results in positive organizational outcomes Unique Outcome Knowledge Sharing from employees to leaders o Specific info that employees wouldn t share if they didn t trust the leader leader Too much of a good thing effect applies with trust Identification with the Leader Personal identification with leader AND social identification with work group How identification with a leader forms o Employees learn of positive values intentions and behaviors of the o Employees realize that leaders care for them as individuals Too much of a good thing dependence on the leader or workaholism Value Congruence The extent to which leaders and their followers enjoy shared values which itself is important because of the organizational benefits that flow from value congruence Inspired to work together toward collective goals Transactional leadership has no effect on value congruence aka no mediating role at all Value congruence between employees values and the organization s supposed values linked CEO charismatic leadership to employees commitment to the organization and satisfaction with their leader Leader Member Exchange LMX Higher quality of leader member exchanges mediates the effects of leadership Reality the effects of leadership are probably mediated by several factors simultaneously Moderators Strengthening or weakening an effect Leadership has a stronger effect on performance if the leader has a good personality Personality is the moderator Leader Characteristics CEO Ownership