LPC Flashcards
LPC contingency theory
Underlying assumption
Leader’s contribution to successful performance is determined by both the leader’s traits and features of situation
High situational control
Positive relations with members
Highly structured task
High position power
Low situational control
Negative reactions
Unstructured task
Low position power
Low LPC leaders are
Task oriented
High LPC leaders are
Relations oriented
Leader Match
Completing questions to assess leader’s LPC and control they have
Put leaders in situations that best suit their leadership style
360 degree feedback
Using sources from both outside and inside an organization to evaluation an individual’s work
Feature of 360 feedback
Assessment centers
Sessions that use various techniques to determine how people behave under various standardized conditions
Eg. Role playing exercises
What is LPC
A personal characteristic
Leader’s tendency to evaluate in a favour or unfavorable manner a person they find difficult to work with
Individual factors that increase political behaviour
- high self monitors
- internal locus of control
- high Mach personality
Why is Mach personality an individual factor to political behaviour
They have a will to manipulate and have a desire for power
They here comfortable using politics to further his interests
Individual Factors that decrease political behaviour
- organizational investment
- perceived job alternatives
- expectations of success
Organizational factors influencing political behaviour
Cultures characterized by
- low trust
- role ambiguity
- unclear performance evaluation systems
- high performance pressures
- zero-sum reward allocation practices
- democratic decision making
- self- serving senior managers
Organizational factors influencing political behaviour
- organizations resources are declining or relocation of resources
- promotion opportunities
When employees see politics as a threat, they respond with defensive behaviors
Avoiding action
Overconforming
Strictly interpreting responsibility by saying “the rules state that” this is the way we have always done it
When employees see politics as a threat, they respond with defensive behaviors
Avoiding action
Buck passing and playing dumb
Transferring responsibility for execution of a task or decision to someone else
Avoiding an unwanted task by falsely pleading ignorance or inability
When employees see politics as a threat, they respond with defensive behaviors
Avoiding action
Stretching
Prolonging a task so that they appear occupied eg. 2 week task into 4 months
When employees see politics as a threat, they respond with defensive behaviors
Avoiding action
Stalling
Appear to be more or less supportive publicly while doing little or nothing privately
When employees see politics as a threat, they respond with defensive behaviors
Avoiding blame
Buffing
Rigorously documenting activity to protect image of competence and thoroughness
When employees see politics as a threat, they respond with defensive behaviors
Avoiding blame
Playing safe
Avoiding situations that may reflect unfavorably
Taking on projects with high probability of success
When employees see politics as a threat, they respond with defensive behaviors
Avoiding blame
Justifying
Explaining to lessen their responsibility for negative outcome and/or apologizing to demonstrate remorse
When employees see politics as a threat, they respond with defensive behaviors
Avoiding blame
Scapegoating
Put blame for negative outcome on external factors that are not entirely blameworthy
When employees see politics as a threat, they respond with defensive behaviors
Avoiding blame
Misrepresenting
Manipulate info by distortion, embellishment, deception, selective presentation or obfuscation
When employees see politics as a threat, they respond with defensive behaviors
Avoiding change
Prevention
Prevent a threatening change from occurring
