Organizational behavior chapter 12

Leadership — the exercise of influence by one member of a group or organization over other members to help the group or organization achieve its goals

leader – an individual who is able to influence group or organizational members to help the group or organization achieve its goals

formal leader — a member of an organization who is given authority by the organization to influence other organizational members to achieve organizational goals

informal leader — an organizational member with no formal authority to influence others to nevertheless is able to exert considerable influence because of special skills or talents

consideration — he hate your indicating that a leader trusts, respects, and values good relationships with his or her followers

initiating structure — behavior that a leader in cages in to make sure that work gets done and subordinates perform their jobs acceptably

leader reward behavior — a leader’s positive reinforcement of subordinates desired behavior

leader punishing behavior — a leader’s negative response to subordinates undesired behaviors

contingency theory of leadership — the theory that leader effectiveness is determined by both the personal characteristics of leaders and by the situations in which leaders find themselves

least preferred co-employee scale — a questionnaire that measures later style by scoring leader’s responses to questions about the coemployee with whom they have the most difficulty working

leader member relations — the relationship between a leader in his or her followers

task structure — the extent to which the work to be performed by a group is clearly defined

position power — the amount of formal authority a liter house

path-goal theory — a theory that describes how leaders can motivate their followers to achieve group and organizational goals and the kinds of behaviors leaders can engage in to motivate followers

Vroom and Yetton model — a model that describes the different ways in which leaders can make decisions and guides leaders in determining the extent to which subordinates should participate in decision-making

leader member exchange theory — a theory that describes the different kinds of relationships that may develop between a leader and a follower and what the leader in the follower give to and receive back from the relationship

leadership substitute — something that acts in place of a formal leader and makes leadership unnecessary

leadership neutralizer — something that prevents a leader from having any influence

transformational leadership — leadership that inspires followers to trust the leader, perform behaviors that contribute to the achievement of organizational goals, and perform high-level

charismatic leader — a self-confident, enthusiastic leader able to win followers respect and support for his or her vision of how good things could be

intellectual stimulation — behavior that a leader in cages and to make followers aware of problems in their groups and organization and to view these problems from a new perspective consistent with the leaders vision

developmental consideration — behavior that a leader engages in to provide support and encouragement to followers and give them opportunities to develop and grow on the job

transactional leadership — leadership that motivates followers by exchanging rewards for high performance and noticing and reprimanding subordinates for mistakes in substandard performance

Summary

Leaders at all levels and organization help individuals, groups, and the organization as a whole achieve their goals and can have profound effects and organizations.

Leadership is the exercise of influence by one member of a group or organization over other members to help the group or organization achieve its goals. Formal leaders how formal all 40 to influence others by virtue of their job responsibilities. Informal leaders lack formal authority but influence others by virtue of their special skills or talents.

The trait approach to leadership has found that good leaders tend to be intelligent, Dominick, self-confident, energetic, honest, mature, and knowledgeable and are able to withstand stress.

Possessing these traits, however, does not guarantee the leader will be effective, nor does the failure to have one or more of these traits mean that the leader will be ineffective.

A lot of the behaviors that leaders engage in fall into two main categories: consideration and initiating structure. Consideration includes all leadership behaviors that indicate that leaders trust, respect, and value a good relationship with their followers. Initiating structure includes all the behaviors that leaders engage in to help subordinates achieve their goals and perform high levels. Leaders also engage in reward in punishing behaviors.

Fiedler’s contingency theory proposes that leader effectiveness depends on both later style and situational characteristics. Leaders have either a relationship oriented style or a task oriented style. Situational characteristics, including leader-member relations, task structure, and position power, determine how favorable a situation is for leading. Relationship-oriented leaders are most effective in moderately favorable situations. Task oriented leaders are most effective and extremely favorable or unfavorable situations.

Leaders cannot easily change her style, so Fiedler recommends changing situations to fit the leader or signing leaders to situations in which they will be most effective.

Path-goal theory suggests that effective leaders motivate their followers by giving them out comes they desire when they perform at high level or achieve their work goals. Affective leaders also make sure their subordinates believe that they can obtain their work goals and perform high-level, show subordinates the path to goal attainment, remove obstacles that might come up along the way, and expressed confidence in their subordinates capabilities. Leaders need to adjust the type of behavior they engage in (directive, supportive, participated, or achievement oriented) to correspond to the nature of the subordinates they are dealing with and the type of work they’re doing.

The Vroom and Yetton model specifies the extent to which leaders should have their subordinates participate in decision-making. How much subordinates should participate depends on aspects of the decision that needs to be made, the subordinates involved, and the information needed to make a good decision.

Leader member exchange theory focuses on the leader- follower dyad and suggest that leaders do not treat each of their followers the same but rather develop different kinds of relationships with different subordinates. Some leader follower dyads have high-quality relationships. Subordinates in these dyad’s are members of the in group. Other leader follower dyad have low-quality relationships. Subordinates in these dyad’s form that outgroup.

Sometimes leadership does not seem to have much of an effect in organizations because of the existence of substitutes and neutralizers. A leadership substitute is something that acts in place of a formal leader. Substitutes make leadership unnecessary because they take the place of the influence of a leader. A leadership neutralize or is something that prevents a leader from having influence and negates a leader’s efforts. When neutralizers are present, there is a leadership void — the leader is having little or no of fact, and nothing else is taking the leaders place.

Transformational leaders increase their followers awareness of the importance of their jobs and the followers and needs for personal growth and Koppel Schmidt and motivate followers to work for the good of the organization. Leaders transform their followers by being charismatic, intellectually stimulating their followers, and engaging in developmental consideration. Transactional leadership occurs when leaders motivate their subordinates by exchanging rewards for high performance and reprimanding instances of low performance.

Leader mood at work and levels of emotional intelligence have the potential to influence the leader of effectiveness. Preliminary research suggests that when leaders tend to be in a good mood at work, their subordinates may perform a higher level and be less likely to resign.

Women and men do not appear to differ and the leadership behaviors (consideration and initiating structure) that they perform in organizations. Women, however, appear to be more democratic or participative than men as leaders.