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Management chapter 6
| Question | Answer |
|---|---|
| what do we want from leaders? | create change, motivate, allow full potential performance, set a good example |
| Leadership | ability to influence people to willingly follow one's guidance. *Strategic and Supervisory* |
| Strategic Leadership | gives purpose and meaning to organization, envisions future, initiates change to create that future |
| Supervisory Leadership | guidance, support, corrective feedback for day to day activities |
| Power | ability to influence, command, or apply force; a measure of a person's potential to get others to do what they want *upward, downward, horizontal* ~Negative and positive!~ |
| Authority | where you stand, function of position, can be removed. legitimate exercise of power, the right to issue directives. Formal and Informal |
| Formal Authority | Title |
| Informal Authority | Expertise, Experience |
| Sources of Power | Authority, Control of Rewards/Punishment, Personal Characteristics, Expertise |
| Types of Power | 1. Legitimate 2. Reward 3. Coercive 4. Referent 5. Expert |
| Leadership/Management | Not the same, not incompatible. Management process, effective leadership and effective management must ultimately be the same. |
| Douglas McGregor | 2 Attitude Profiles: Theory X and Theory Y. Self-Fulfilling Prophecy |
| Theory X | human dislikes work and will avoid, must be controlled, directed, or threatened with punishment for adequate effort, prefers to be directed (Authoritarian Leadership) |
| Theory Y | external control and threat are not the only way to produce effort, commitment is result of rewards, seek responsibility, people want to work (Expressive, Participative Leadership) |
| Self-Fulfilling prophecy | relationship between leaders expectations and resulting performance of subordinates. High expectations = high productivity |
| Approaches to Leadership | 1. Trait - what leader is like 2- Behavioral- what leaders do 3. Situational- varies |
| Traits of Leaders | 1. Drive 2. Leadership Motivation 3. Integrity 4. Self Confidence 5. Knowledge of the Business |
| Trait Theory | Easiest, results are fruitless. Certain traits do not lead to effective leadership by themselves. |
| Leadership Styles | 1. Autocratic 2. Democratic 3. Laissez- faire |
| Autocratic Leader | makes most decision, gives direction, often demovtivating |
| Democratic Leader | gives feedback, listens, works together, guides, encourages |
| Lassez faire Leader | let people within the group make all decisions |
| Ohio State Studies | what a successful leader does, Leader Behavior Description Questionaire. 2 Behaviors- consideration initiating structure. Depends on Group. |
| Consideration | showing concern for group and needs. High Consideration = high satisfaction of subordinates |
| Initiating Structure | structure work of group members and directing group members to acheivement of group goals. No relationship between leader effectiveness and initiating structure. |
| University of Michigan Studies | principles contributing to productivity and satisfaction. Interviews. Institute of Social Research. |
| Results of UM Studies | 1. General supervision. (give and receive) 2. like amount of authority and responsibility. 3. more time in supervision 4. employee oriented |
| Rensis Likert | 4 Patterns: Exploitative Authoritative, Benevolent Authoritative, Consultive, Participative |
| Managerial Grid | Blake and Mouton. 2 Dimensional - concern for people and production. 1. country club 2. impoverished 3. organization man 4. TEAM 5. authority obidience |
| Contingency Approach | important traits and behaviors dont exist. Varies from Situation. Analyze situation, then decide what to do. Feidler. |
| Fielder | focus on style. 2 basic traits- task motivation and relationship motivation *least preferred coworker skill* |
| 3 major dimensions of Fielder/style | 1. leader member relations 2. task structure 3. position power. Effectives - Personal style and degree of power and influence |
| continuum of leader behaviors | tannenbaum and schmidt. 3 forces in effective style: manager, subordinates, situation |
| Path-Goal Theory. | how leaders influence subordinates perception of goals and paths taken to attain goals. |
| 4 types of Path-Goal Leaders | 1. Role Classification (Achievement Oriented) 2. Supportive 3. Participative 4. Autocratic |
| Situational Leadership Theory | Hersey & Blanchard - progression. 1. high task-lowrelationships 2. high-high 3. low-high 4. low-low |
| Two Key situational factors: | 1. personal characteristics of followers 2. environmental pressures and demands---tasks, formal authority system, primary work group. |
| how leaders and followers influence each other. | Transactional, Transformational, Charismatic |
| Transactional | bargaining "managing by the books" reward/punishment focus. Politicians. |
| Transformational | acheive employee acceptance of group mission. give vision, get you to accept it. |
| Charasmatic | Best. Personality. Heroic Feats. No formal power or experience |
| Skills and Strategy to Transformational | 1. having a vision 2. communicate the vision 3. build trust 4. positive self regard. |
| corporate culture | the way we do things around here. 1. substance and forms |
| how culture originates | 1. history 2. environment 3. selection process 4. socialization process |
| 7 characteristics of culture | 1. individual autonomy 2. structure 2. support. 4. idenification 5. performance 6. conflict 7. risk |
| types of culture | 1. Macho, Tough person. High risk, quick feedback. 2. Work hard/play hard. Low risk. Quick. 3. Bet Your Company. Big risk, slow. 4. Process. Low and low. |
| changing cultures | 6 to 15 years. forced. easier to change people. |
| reasons to change | 1. values/changing environment 2. very competive 3. mediocre 4. join large companies 5. small, rapidly growing. |
Created by:
meganmcgee
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