Management Chapter 14

-the ability to influence employees to voluntarily pursue organizational gains

change/complexity

-Determining what needs to be done: planning and budgeting. -Creating arrangements of people to accomplish an agenda: organizing and staffing. -Ensuring people do their jobs: controlling and problem-solving.

-Determining what needs to be done: setting a direction. -Creating arrangements of people to accomplish an agenda: aligning people -Ensuring people do their jobs: motivating and inspiring.

-Authority is the right to perform or command. -Power is the extent to which a person is able to influence others so they respond to others.

Legitimate power Reward power Coercive power Expert power Referent power

results from managers' formal positions within the organization

results from managers' authority to reward their subordinates

-results from managers' authority to punish their subordinates -Coercive power has to be used judiciously because a manager who is seen as being constantly negative will produce resentment among employees.

results from one's specialized information or expertise

-derived from one's personal attraction -This power characterizes strong, visionary leaders who are able to persuade their following by virtue of their personalities, attitudes or background. -Referent power may be associated with managers but it is more likely to be characteristic of leaders.

Reward

Rational persuasion Inspirational appeals Consultation Ingratiating tactics Personal appeals Exchange tactics Coalition tactics Pressure tactics Legitimating tactics The first five influence tactics are considered "soft" tactics because they are considered friendlier than the last four "hard" or pressure tactics.

trying to convince somebody by using reason, logic or facts.

trying to build enthusiasm or confidence by appealing to others' emotions, ideals or values.

getting others to participate in a decision or change

acting humble or friendly to make someone feel good or feel important before making a request.

referring to friendship and loyalty when making a request.

reminding someone of past favors or offering to trade favors.

getting others to support your effort to persuade someone.

using demands, threats or intimidation to gain compliance.

basing a request on one's authority or right, organizational rules or policies, or express or implied support from superiors.

Trait approach behavioral approach situational approach transformational leadership approach 3 additional approaches (leader, E-leadership, followers)

attempt to identify distinctive characteristics that account for the effectiveness of leaders

Narcissism Machiavellianism Psychopathy

having "a self-centered perspective, feelings of superiority, and a drive for personal power and glory

displays a cynical view of human nature and condones opportunistic and unethical ways of manipulating people, putting results over principles

characterized by lack of concern for others, impulsive behavior, and a dearth of remorse when the psychopath's actions harm others

1. They can incorporate personality and trait assessments into their selection and promotion processes. 2. When organizations are selecting leaders, personality should be considered more important than intelligence. 3. They can send targeted employees to management development programs that include management classes, coaching sessions, trait assessments, and the like.

Women were found to be better at producing quality work, recognizing trends, and generating new ideas and acting on them. Women executives, when rated by their peers, managers, and direct reports, scored higher than their male counterparts on a variety of effectiveness criteria. Studies show that women executives score higher than their male counterparts on a variety of measures - Teamwork and partnering, Being more collaborative, Seeking less personal glory, Being motivated less by self-interest than in what they can do for the company, Being more stable and Being less turf conscious.

-Unwillingness to compete as hard as men or make the personal sacrifices -Modesty-Women have a tendency to be overly modest and give credit to others rather than taking it for themselves. -Lack of a mentor -Early career success is pivotal, and women may start out at lower levels than men in their first jobs, putting them at a disadvantage.

-Behavioral leadership: approaches attempt to determine the distinctive styles used by effective leaders -Research shows that two basic leader behaviors emerged as central to successful leadership: task-oriented behavior, relationship-oriented behavior

-concern for production -to ensure that people, equipment, and other resources are used in an efficient way to accomplish the mission of a group or organization -planning, clarifying, monitoring, and problem solving -Primarily affects subordinates' job performance.

-leader behavior that organizes and defines—that is, "initiates the structure for"—what employees should be doing to maximize output -A very task-oriented approach

-focusing on clarifying employees' roles and task requirements and providing rewards and punishments contingent on performance. -Encompasses setting goals and monitoring progress

-Concern for people -primarily concerned with the leader's interactions with his or her people

Consideration Empowering leadership Servant-leadership

leader behavior that is concerned with group members' needs and desires and that is directed at creating mutual respect or trust

-represents the extent to which a leader creates perceptions of psychological empowerment in others. -Increasing employee psychological empowerment requires four kinds of behaviors

Leading for meaningfulness Leading for self-determination Leading for competence Leading for progress

inspiring and modeling desirable behaviors

delegating meaningful tasks

supporting and coaching employees

monitoring and rewarding employees

the process of involving employees in setting goals, making decisions, solving problems, and making changes in the organization

Top management is continually involved Middle and supervisory managers are supportive Employees trust managers Employees are ready Employees don't work in interdependent jobs PM is implemented with TQM

-focuses on providing increased service to others—meeting the goals of both followers and the organization—rather than to oneself. -a long-term transformational approach to life and work.

-form of leadership behavior characterized by a lack of leadership skills -In the type of passive leadership called the management-by exception style, managers do not intervene until problems are brought to their attention or until the problems become serious enough to demand action.

a form of "leadership" characterized by a general failure to take responsibility for leading

Blake and Mouton used two leadership behaviors, concern for people (i.e., consideration) and concern for production (i.e., initiating structure), to categorize five different leadership styles. Both behaviors are rated on a 9-point scale, with 1 representing "low" and 9 representing "high." Blake and Mouton suggest that a "high-high," or 9, 9 leadership style is the best. They call this style team management because leaders who use it display a high concern for people (9) and a high concern for production (9). By contrast, leaders use a 9, 1 authority-compliance leadership style when they have a high concern for production and a low concern for people. A 1, 9 country club style occurs when leaders care about having a friendly, enjoyable work environment but don't really pay much attention to production or performance. The worst leadership style, according to the grid, is the 1, 1 impoverished leader, who shows little concern for people or production and does the bare minimum needed to keep his or her job. Finally, the 5, 5 middle-of-the-road style occurs when leaders show a moderate amount of concern for both people and production.

-A leader's behavior is more important than his or her traits. -There is no one best style of leadership

the contingency leadership model by Fiedler the path-goal leadership model by House.

-determines if a leader's style is task oriented or relationship-oriented and if that style is effective for the situation at hand -The tool used to determine one's leadership orientation is a questionnaire known as the least preferred coworker or LPC scale.

-The higher the score, the more the relationship-oriented the respondent; the lower the score, the more task-oriented. -The tool used to determine one's leadership orientation is a questionnaire known as the least preferred coworker or LPC scale.

Leader-member relations Task structure Position power

reflects the extent to which the leader has the support, loyalty, and trust of the work group

extent to which tasks are routine and easily understood

refers to how much power a leader has to make work assignments and reward and punish

-holds that the effective leader makes available to followers desirable rewards in the workplace and increases their motivation by clarifying the paths, or behavior, that will help them achieve those goals and providing them with support

-House's revision puts more emphasis on the need for leaders to foster intrinsic motivation through empowerment. -It also stresses the concept of shared leadership - that employees do not have to be supervisors or managers to engage in leader behavior but may share leadership among all employees.

1. Effective leaders possess and use more than one style of leadership. 2. Leaders should guide and coach employees in achieving their goals. 3. Managers should modify their leadership style to fit employee and task characteristics.

-Full-range leadership suggests that leadership behavior varies along a full range of leadership styles, from take-no-responsibility (laissez-faire) leadership at one extreme through transactional leadership to transformational leadership at the other extreme.

-transforms employees to pursue organizational goals over self-interests

Individual characteristics - They tend to be extroverted, agreeable, proactive and open to change. Organizational culture - Adaptable, flexible cultures are more likely than rigid bureaucratic cultures to foster transformational leadership.

Inspirational motivation Idealized influence Individualized consideration Intellectual stimulation

-"Let me share a vision that transcends us all" -Transformational leaders have charisma, a form of interpersonal attraction that inspires acceptance and support.

-"We are here to do the right thing" -Transformational leaders inspire trust by being consistent, single-minded and persist in the pursuit of their goal. -They display high ethical standards and act as models of desirable values.

-"You have the opportunity here to grow and excel" -Transformational leaders actively encourage followers to grow and excel by giving them challenging work, more responsibility, empowerment and one-on-one mentoring.

-"Let me describe the great challenges we can conquer together" -These leaders are gifted at communicating the organization's strengths, weaknesses, opportunities and threats so that subordinates develop a new sense of purpose.

-It can improve results for both individuals and groups -It can be used to train employees at any level -It requires ethical leaders

-employ code of ethics -choose the right people -make performance expectations reflect employee treatment -emphasize value of diversity -reward high moral conduct

-emphasizes that leaders have different sorts of relationships with different subordinates -It focuses on the quality of relationships between managers and subordinates and assumes that each manager/subordinate relationship is unique.

In-group exchange: trust and respect Out-group exchange: lack of trust and respect

-Significance - Making followers feel that what they do at work is important and meaningful. -Community - Creating a sense of unity that encourages followers to work together in pursuit of organizational goals. -Excitement - Making people feel energetic and engaged at work.

-Helpers are the most compliant, showing deference to their leaders. -Independents are less compliant, distancing themselves. -Rebels are the least compliance, showing divergence. (Leaders clearly benefit from having helpers and, to some extent, independents.)