COMM 493M QUIZ#2
Terms in this set (39)
Explains how leaders combine task and relationship behaviors to influence followers in their efforts to reach a goal.
Offers a means of assessing in a general way the behaviors of leaders. It reminds leaders that their impact on others occurs through the tasks they preform as well as in the relationships they create.
Ohio State Studies
Analyzed how individuals acted when they were leading a group or organization. LBDQ. Responses consisting of initiating structure and consideration.
task behaviors, organizing work, giving structure to activities.
relationship behaviors, including building camaraderie, respect, trust, and liking between leaders and followers.
U of Michigan Studies
Leaders behaviors on the performance of small groups. Focused on employee orientation and production orientation.
Behavior of leaders who approach subordinates with a strong human relations emphasis.
Consists of leadership behaviors that street the technical and production aspects of a job.
- viewed as a means of getting work accomplished.
Blake and Mouton's Managerial (Leadership) Grid
Explains how leaders help organizations to reach their purposes through concern for production and concern for people
Concern for Production
refers to how a leader is concerned with achieving organizational tasks. Activities including attention to policy decisions, new product development, process issues, workload and sales volume.
Concern for the People
refers to how a leader attends to the people in the organization who are trying to achieve its goals. By building organizational commitment and trust, promoting the personal worth of followers, providing good working conditions, maintaining a fair salary structure and promoting good social relations
Represents the leader's concern for results
Represents the leader's concern for people
9 point scale
9 point scale
Places heavy emphasis on task and job requirements, and less emphasis on people, except to the extent that people are tools for getting the job done.
Controlling, demanding, hard driving and overpowering.
Country Club Management (1,9)
Represents a low concern for task accomplishment coupled with a high concern for interpersonal relationships. Leaders stress the attitudes and feelings of people, making sure the personal climate by being agreeable, eager to help, comforting and uncontroversial.
A leader who is unconcerned with both the task and interpersonal relationships. acts uninvolved and withdrawn. Indifferent, noncommittal, resigned and apathetic
Middle of the Road Management (5,5)
Leaders who have an intermediate concern for the task and an intermediate concern for the people who do the task. They find a balance in-between people and work requirements, prefers the middle ground, soft pedals, disagreement, and swallows convictions in the interest of progress
Team Management (9,9)
A high degree of participation and teamwork in the organization and satisfies a basic need in employees to be involved and committed to their work. this leaders acts determined, gets issues into the open, makes priorities clear, follows through, enjoys working
Leader who uses both (1,9) & (9,1) but does not integrate the two.
"Benevolent dictator" one who acts graciously but does so for the purpose of the goal accomplishment
"fatherly" "motherly", trans the organization as a "family"
Leader who uses any combination of the basic five styles for the purpose of personal advancement. They will shift their leadership behavior to gain personal advantage, putting self interest above other priorities
.ruthless, canning, self motivated.
Practical Model of leadership that is based on the two major leadership behaviors: task and relationship
Stresses that leadership is composed of both a directive and a supportive dimension.
A leader must evaluate his or her followers and assess how competent and committed they are to perform a given goal
comprised of two major dimensions: Leadership style and development level of followers
Help group members accomplish goals by giving directions, establishing goals, and methods of evaluation, setting timelines, defining roles and showing how the goals are achieved.
One-way communication, what is to be done, how it is to be done and who is responsible for doing it.
Help group members feel comfortable about themselves, their coworkers, and the situation.
ex. asking for input, solving problems, praising, sharing information about oneself and listening.
High Directive-Low supportive (S1)
The leaders focuses communication on goal achievement, and spends a smaller amount of time using supportive behaviors.
High Directive-High supportive (S2)
The leader focuses communication on both achieving goals and meeting followers' socioemotional needs. The leader has to be involved by giving encouragement and soliciting follower input.
High Supportive-Low directive (S3)
The leader does not focus exclusively on goals but uses supportive behaviors that bring out followers' skills around the goal to be accomplished. ex. Listening, praising, asking for input
Low Supportive-Low directive (S4)
The leader offers less goal input and local support, facilitating followers' confidence and motivation in reference to the goal.
directive Behaviors are high in ________ and low in _________
S1 and S2 / S3 and S4
Supportive Behaviors are high in __________ and low in ____________
S2 and S3 / S1 and S4
The degree to which followers have the competence and commitment necessary to accomplish a given goal or activity
It indicates wether a person has mastered the skills to achieve a specific goal and whether a person has developed a positive attitude regarding the goal.
Low in competence and high in commitment.
They are new to a goal and do not know exactly how to do it, but they are excited about the challenge of it.
Described as having some competence but low commitment
They have started to learn how to do it, but they also have lost some of their initial motivation about the job.
Described as having moderate to high competence but may have variable commitment
They have essentially developed the skills for the job, but they are uncertain as to whether they can accomplish the goal by themselves.
Highest in development, having a high degree of competence and a high degree of commitment to getting the job done.
They have the skills to do the job and the motivation to get it done.
If followers are at the first D1 level the leaders needs to adopt
high directive-low supportive leadership style
If followers are at D2 level the leaders needs to adopt
high directive-high supportive leadership style
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