Chapter 13 Flashcards
Leadership
The use of power and influence to direct the activities of followers towards goal achievement.
Leader-member exchange theory
A theory describing how leader-member relationships develop over time on a dyadic basis.
- Theory argues that new leader-member relationships are typically marked by a role taking phase, during which a manager describes role expectations with their job behaviours.
2 types of leader-member dyads:
1. High-quality exchange dyad - Marked by the frequent exchange of information, influence, latitude, support, and attention. “Ingroup”
2. Low-quality exchange dyad - Marked by a more limited exchange of information, influence, latitude, support, and attention. “Outgroup”
Leader effectiveness
The degree to which the leader’s actions result in the achievement of the unit’s goals, the continued commitment of the unit’s employees, and the development of mutual trust, respect, and obligation in leader-member dyads.
Autocratic style
A leadership style in which the leader makes the decision alone without asking for opinions or suggestions of the employees in the work unit.
Consultative style
A leadership style in which the leader presents the problem to employees asking for their opinions and suggestion before ultimately making the decision.
Facilitative style
A leadership style in which the leader presents the problem to a group of employees and seeks consensus on a solution, making sure their own opinion receives no more weight than anyone else’s.
Delegative style
A leadership style in which the leader gives the employee the responsibility for making decisions within some set of specified boundary conditions.
Time-driven model of leadership
A leadership model in which the focus shifts away from autocratic, consultative, facilitative, and delegative leaders to autocratic, consultative, facilitative, and delegative situations, and in which several factors combine to make some decision-making styles more effective in a given situation and others less effective.
What are the 7 factors of the time-driven model of leadership
- Decision significance – Is the decision significant to the success of the project or the organization?
- Importance of commitment – Is it important that employees “buy in” to the decision?
- Leader expertise – Does the leader have significant knowledge or expertise regarding the problem?
- Likelihood of commitment – How likely is it that employees will trust the leader’s decision and commit to it?
- Shared objectives – Do employees share and support the same objectives, or do they have an agenda of their own?
- Employee expertise – Do the employees have significant knowledge or expertise regarding the problem?
- Teamwork skills – Do the employees have the ability to work together to solve the problem, or will they struggle with conflicts or inefficiencies?
Initiating structure
The extent to which the leader defines and structures the roles of employees in pursuit of goal attainment.
- Initiation, organization, and production
Consideration
Reflects the extent to which leaders create job relationship characterized by mutual trust, respect for employee ideas, and consideration of employee feelings.
- Membership, integration, communication, recognition, and representation.
Life cycle theory of leadership
A theory stating that the optimal combination of initiating structure and consideration depends on the readiness of the employees in the work unit.
Readiness
The degree to which employees have the ability and the willingness to accomplish their specific tasks.
R1
Refers to a group of employees who are working together for the first time and are eager to begin, but they lack the experience and confidence needed to perform their roles
Telling - when the leader provides specific instructions and closely supervises performance (High initiating structure, low consideration).
R2
The members have begun working together and are finding that their work is more difficult than they had anticipated. Eagerness turns to dissatisfaction.
Selling - The leader supplement their directing with support and encouragement to protect the confidence levels of the employees (High initiating structure, high consideration).
