Exam 3 - Natalie Levandusky PDF

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https://quizlet.com/_6ozi1v Chap 11 ● Leadership ○ Process and a property ■ Process: use of coercive influence to direct and coordinate the activities of group members to meet a goal ■ Property: set of characteristics attributed to those perceived to use influence successfully ○ A manager who relies solely on force and formal authority to direct behavior of subordinates is not exercising leadership ○ A person can be a manager, leader, both or neither ● Kotter’s distinctions between management and leadership ~~ ● Trait approaches to leadership (personal characteristics) Early approaches to leadership ● Attempts to identify stable and enduring character traits that differentiate effective leaders from non-leaders focusing on ○ Identifying leadership traits ~energy, intelligence, self confidence, dominance and more ● Behavioral approaches to leadership ○ Attempts to identify behaviors that differentiate effective leaders from non leaders ■ Michigan studies, ohio state studies Michigan Studies ● Results indicated 2 fundamental leader behaviors ○ Job centered leader behavior ■ Paying close attention to the work of subordinates, explaining work procedures and demonstrating a strong interest in performance ○ Employee centered leader behavior ■ Attempting to build effective work groups with high performance goals Ohio State Studies ● Defined 2 independent dimensions of leadership ○ Leader consideration behaviors ■ Showing concern for subordinate’ feelings and respecting subordinates’ ideas ○ Leader initiating structure behaviors ■ Clearly defining leader subordinate roles such that subordinates know what is expected of them The emergency of situational leadership models ● Situational models ○ Assume that appropriate leader behavior varies from one situation to another ○ Seek to identify how key situation factors interact to determine appropriate leader behavior

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The Leadership continuum model ○ Model of robert tannenbaum and warren H schmidt that underlies research in this field

The LPC theory of leadership (Fiedler) ● Contends that a leader’s effectiveness depends on the situation ○ Assumes a task or relationship focus for leaders ■ High LPC leaders are more concerned with interpersonal relationships ■ Low LPC leaders are more concerned with task relevant problems ■ Can’t be easily changed Situational leadership models ● Path-Goal Theory (Evans and House) ○ Focuses on the situation and leader behaviors ○ Leaders can readily adapt to different situations ○ Leaders affect subordinates’ performance by clarifying the behaviors (paths) that will lead to desired rewards (goals) ● Defines types of leader path-goal behaviors: ○ Directive- leader lets subordinates know what is expected ○ Supportive- leader is friendly, shows concern ○ Participative- leader consults with subordinates ○ Achievement oriented- setting challenges and goals Vroom’s Decision Tree Approach (vroom, yetton and jago) ● Attempts to prescribe how much participation subordinates should be allowed in making decisions ● Premises: ○ Situational characteristics determine the degree to which subordinates should be encouraged to participate in decision making ○ Managers can choose between 2 decision trees ○ Managers can adopt the endpoint decision styles ● Decision tree choices ○ Time drive decisions must be made on a timely basis ○ Development driven decision can be used to improve/develop subordinates’ decision making skills ● Endpoint Decision Styles for Managers -- 5 types ○ Decide ■ Manager makes decision alone and then announces or “sells” it to the group ○ Delegate ■ Manager allows the group to define for itself the exact nature and parameters of the problem and then develop a solution ○ Consult (individually)

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Manager presents the program to group members individually, obtains their suggestions and then makes the decision Consult (group) ■ Manager presents the problem to group members at a meeting, gets their suggestions and then makes the decision Facilitate ■ Manager presents the problem to the group at a meeting, defines the problem and its boundaries and then facilitates group member discussion as members make the decision

Chapter 12 Current Theories ○ Leader member exchange model (LMX) ■ leaders/managers pick the people they want in their ■ “in-group” ← small number of trusted subordinates that supervisors establish close working relationships with ● Happy, satisfied ■ “Out group” ← subordinates who are not a part of the “in-group” are called the “out-group” and they receive less of the supervisor’s time and attention ● Issues with job, absent, may want to move from organization ■ Think about popular vs not popular group in high school ○

They Hersey and Blanchard Model ■ Appropriate leader behavior depends on the “readiness” of followers or subordinate’s ■ As follower readiness improves, the leader’s relationship style should change from telling to selling to participation to delegating ■ Readiness is the degree of motivation, competence, experience and interest in accepting responsibility the employee ■ Telling =rely on direction and defining roles ■ selling = offering direction and defining roles with explanation and information ■ participating= allow subordinates to share in decision making ■ delegating=allow subordinates to work independently with little or no oversight ● 4 degrees of readiness ○ When readiness is low=rely on “telling” ■ Provide direction and defining roles ○ Low to moderate=rely on “selling” ■ Offering direction and role definition along with explanation and information ○ Moderate to high= rely on “participating” ■ Allow followers to share in decision making

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high= rely on “delegating” ■ Allowing followers to work independently with little/no oversight Leadership, Coaching and mentoring ■ Transformational Leadership ● Set of abilities that allows leader to recognize need for change, create a vision to guide that change and execute change effectively ● usually from outside the organization ● Change management ■ Charismatic Leadership ● Personal characteristic of leader which inspires support and acceptance ● Leadership based on leader’s personal charisma ■ Attribution perspective of leadership ● When behaviors are observed in a context associated with leadership, others may attribute varying levels of leadership ability or power to the person displaying those behaviors Change in leadership Issues in leadership

Alternative to Leadership ● Leadership substitutes ○ Individual, task and organizational characteristics that tend to outweigh the leader’s ability to affect subordinates satisfaction and performance. Leadership substitutes can facilitate performance regardless of whether or not a leader is present. ○ Experience & training are among the “substitutes” that can replace the need for leader’s support ○ Example: ■ EMT or Fire Rescue -arrive on scene of an accident and don’t wait for leader to show up --they are trained on how to react immediately without the leader present ■ Places like manufacturing plant where process are automated simply do not need leaders ● Leadership neutralizers ○ Even if a leader is present and attempts to engage in various leadership behaviors, those behaviors may be ineffective --neutralized. Organizational factors can neutralize at least some forms of leader behavior ○ “Neutralizers” make it impossible for leader behavior to make any difference to followers/employees outcomes ○ Example: ■ Employee compensation can neutralize leadership. If a leader has option to give employees a pay raise as a reward for good work performance but

an employee is at top of pay range already, this removes one of manager's motivational tools. A raise is no longer going to make a difference to the employee The Changing Nature of Leadership ● Leaders as coaches ● New role: leader as mentor ○ Helps select team members and other new employees ○ Provides general direction ○ Helps train/develop team and member skills, acquire information/resources, resolve conflict and mediate disputes ● Stereotyping of styles no longer valid ● Gender and leadership ● Sexual orientation and leadership ○ Stereotypes about gender and sexual orientation can cause unequal pay, unfair treatment and workplace bullying ● Minority and leadership ○ Stereotyping: women tend to be more democratic decision makers and have stronger interpersonal skills ○ Stereotyping: men more harsh and aggressive ● Cross cultural leadership ○ Culture encompasses both international differences and diversity based differences within one culture International Leadership Behaviors (GLOBE) ● Charismatic / value based leadership ○ Ability to inspire, motivate and promote high performance ● Team oriented leadership ○ Emphasizes team building and creating a sense of common purpose ● Human oriented leadership ○ Being supportive, considerate, compassionate and generous ● Self protective leadership ○ Includes behaviors intending to ensure the safety and security of the leader and group ● Autonomous leadership ○ Being independent and unique ● Participative ○ Leaders involve others in making decisions

Emerging issues in Leadership ● Why Ethical Leadership is Essential ○ Increasing pressure for high ethical standards for leadership positions ○ Increasing pressure to hold leaders accountable for their actions

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Increasing environmental pressure for stronger corporate governance models Cultural differences that exist between countries may require adjustment in leadership styles Virtual leadership and challenges ○ Changes in leadership and mentoring as in person contact replaces virtual contact ○ Less nonverbal communication ○ Increasing importance of email’s role in conveying appreciation, reinforcement and constructive feedback ○ Face to face leadership skills become critical as opportunities decrease for direct contact Leaders need to work harder at creating and maintaining relationships with their virtual employees

CHAP 13 Power in organizations ● Nature of power ○ The potential ability of a person or group to exercise control over another person/group ● Need for power ○ Desire to control and influence others or to be responsible for others Common forms of power in organizations due to… ● Legitimate power=due to position of authority held ○ Form of position power based on a person’s holding a managerial position rather than anything the manager is or does as a person ○ Formal authority the firm gives a manager to hire new employees, assign work, monitor employees’ work and enforce organizational rules ○ Ex: cashier will show up for their shifts as assigned by a supervisor even if those shifts are not those they prefer. Scheduling manager has the legitimate power to assign shifts and employees accept the final work schedule ●

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Reward power= due to control over rewards ○ Involves use of both tangible (pay raises, preferred work assignments) and intangible rewards to influence and motivate followers ○ Rewards one of strongest tools used by managers to inspire high performance ○ Ex: students comply with professors instructions and deadlines because they want to receive the reward of a good grade Coercive power=due to control over punishments ○ If manager has ability to punish subordinates, she or he can use position power to “coerce” subordinates to comply out of fear or because people want to avoid being punished. It can produce behavior change ~ but only use coercion when absolutely necessary

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Ex: threats or write ups, demotions, pay cuts, layoffs and terminations if employees don’t follow orders. In order to be effective, the manager must be able to follow through on the threat

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Expert power=due to control because of knowledge, skills or expertise ○ Based on individual’s expertise, past experience or skills set in some area. Knowledge is foundation of expert power, it is a personal power and can exist at any level

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Informational power=due to control over information ○ People in an organization have or are able to control access to important information. These “gatekeepers” are able to exert power over others by providing or withholding information that others need (payroll,HR, Marketing)

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Referent power=due to control because subordinates respect, admire and identify with the leader ○ Personal power based on manager’s charisma or attractiveness to others. Subordinates see manager as role model and comply out of respect, admiration and liking. Manager leads by positive example

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Persuasive power=due to ability to use logic and facts to persuade ○ Ability to use logic and facts to persuade others to adopt one’s ideas or perspectives. Sometimes this is detrimental, when you convince others to follow a path that was in fact unwise

Using power ● Acquiring power ○ Your power is greater if the things you control are ■ Important, rare, without substitute, controlling scarce resources ● Abuse of power ○ Use of power to demean, exploit or take advantage of someone ○ Influencing someone to do something they later regret ● Empowerment ○ Sharing power with employees and giving them authority to make and implement some decisions ○ Can improve quality, cut costs and boost efficiency and flexibility ○ Just giving employees power is not enough they must be skilled and trained ○ Provide gift of TIME ● How to gain power ○ Scarce resources =magnify power differences across areas ○ centrality=the extent to which an employee’s activities influence the work of many others ○ Substitutability =the extent to which an employee’s activities can be performed by others

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Employees most capable of dealing with uncertainty tend to have greater power

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Influence tactics ○ Coalition tactics=engaging help of others to persuade someone ○ consultation=requesting someone’s advice to solve a problem ○ Exchange =offering something valuable in return for cooperation ○ Ingratiation =flattering someone to put them in a good mood ○ Inspirational appeals =appealing to aspirations, values and ideals to gain commitment ○ Legitimating tactics=enhancing one’s formal authority by referring to rules, precedents or official documents ○ Personal appeals=asking for a personal favor or to do something “because we’re friends” ○ pressure=using coercion or persistent follow up or reminders to gain influence ○ Rational persuasion =using logic and facts to persuade someone

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Politics and political behavior ○ Organizational politics ■ Social influence attempts directed at those who can provide rewards that will help promote to protect or protect the self interests of the actor ○ Pervasiveness of political behavior ■ Fact of life in work organizations ○ Workplace perceived as highly political creates ■ Greater job anxiety, greater intentions to leave, lower job and supervisor satisfaction, lower organizational commitment, lower productivity, more actual political behavior

Political Tactics ● Controlling information ○ Restricting information to certain people ● Controlling lines of communication ○ Establishing gatekeepers to restrict access to information ● Using outside experts ○ Outside consultants may seem neutral, but are paid and directed by management to “do their bidding” ● Controlling the agenda ○ To ensure only certain topics are discussed ● Game playing ○ Leaking information, getting only friends to provide feedback ● Image building ○ Enlisting “spin doctors” to project a desirable image ● Building coalitions ○ Befriending powerful others or starting small subgroups to promote specific aims ● Controlling decision parameters

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○ Trying to influence decisions before they are made Eliminating political rivals ○ May even mean getting them promoted to get them out of the way

Causes of political behavior ● Conflict, uncertainty/no clear rules people make them up themselves, scarcity of valued resources, inaction (going along to get ahead), organizational policies that reward employees who engage in political behavior or punish those who don’t Political behavior can be reduced by ● Formal rules and procedures ○ Clear job expectations, open communication, manager who confronts poorly behaving employees, manager who serves as a good role model ● Keeping number of subordinates assigned to each manager at a reasonable level ● Understanding the motivations and aspirations of subordinates Impression management ● Process of portraying desired image or attitude to control the impression others form of us ● Involves self monitoring ○ Having a high concern with others’ perceptions of us and adjusting our behavior to fit the situation ○ Is an impression a reflection of the truth about someone? ■ Ex: job interview --impression management techniques related to self promotion and ingratiation tend to work well ● Impression management “Tells” ○ Elevated speaking pitch, speech errors/pauses, negative statements (no, can’t, won’t), eye shifting, increased blinking/pupil dilation, fondling or manipulating objects with the hands, leg fidgeting, using fewer gestures and keeping head still

Chapter 14 ● Organizational Design ○ Process of selecting and managing aspects of organizational structure and culture to enable the organization to achieve its goal ● Organizational structure ○ System of task, reporting and authority relationships within which an organization does its work ● Organization chart ○ Describes the structure of an organization

Characteristics of organizational structure ● Division of labor: extent which employees specialize or generalize ● Span of control: number of people reporting directly to an individual ● Hierarchy: degree to which some employees have formal authority over others ● Formalization: extent to which organizational rules and procedures are written down and closely followed ● Centralization: degree to which power and decision making authority is concentrated at higher levels of the organization rather than distributed Mechanistic Design Structure ● Rigid, traditional bureaucracy, hierarchical communication, uniform job descriptions, may minimize costs, slow to capitalize on new opportunities Organic Design Structure ● Flexible, decentralized, open communication channels, focus on adaptability, faster response to market and competitive changes, may increase job satisfaction and commitment ○ ○

No organization is perfectly organic of completely mechanistic Organizations usually display some characteristics of both forms

What influences organizational structure? ● Business strategy ● External environment ● Nature of talent ● Organizational size ● Expectations of employee behavior ● Organization’s production technology ● Organizational change Types of organizational structures ● Pre Bureaucratic structure ○ Smaller organizations with low standardization, total centralization and mostly one on one communication common in new or you organizations ● Bureaucratic structure ○ An organizational structure with formal division of labor, hierarchy and standardization of work procedures, common in companies that have grown and are more established ● Functional structure ○ Groups people with the same skills or who use similar tools or work processes, together into departments ● Divisional structure ○ Division =collection of functions organized around a particular geographic area, product or service or market

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Common among organizations with many products or services, geographical areas and customers Matrix structure ○ Employees report to both a functional manager and to a project or product team; more cost associated with this structure Team based structure ○ Horizontal or vertical teams define part or all of the organization Lattice structure ○ Cross functional and cross level subteams are formed and dissolved as necessary to complete specific projects and tasks Network organization ○ Collection of autonom...