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ALED 340 Exam 2

Terms in this set (57)

Douglas McGregor
Who developed Theory X and Theory Y?
Theory X and Theory Y
The theory that states that a leader's style is based largely on attitudes about human nature in general
Theory X
people by nature generally:
1. avoid responsibility
2. are not interested in achievement
3. are incapable of directing their own behavior
4. prefer to be directed
5. cannot be trusted or depended
6. need to be closely supervised and controlled
7. are motivated at work by money and other gains
8. when they mature, they do not change
Theory Y
people by nature generally
1. work hard toward objectives to which they are committed
2. assume responsibility with commitments
3. have a strong desire to achieve
4. are capable of directing their own behavior
5. want their organization to succeed (they can see the bigger picture)
6. are not passive and submissive
7. make decisions about their own work
8. if trusted and depended on, do not disappoint
9. need general support at work
10.are motivated by interesting and challenging tasks
10. able to change and develop
Douglas McGregor Y assumptions
If managers exhibit Y assumptions
-better and more profitable results
-higher output and less waste
-more creativity and innovation
-fewer labor problem and less turnover
-decentralization
X leader:
Which leader exhibits tight control, lots of rules, no freedom?
Y Leader:
Which leader exhibits lots of freedom, creativity and gives the workers responsibility?
Tannenbaum & Schmidt
decision making is the hardest thing as a leader, you have to take responsibility for your follower, also its hard to make decisions to please everyone
Leader-centered Leadership Continuum
Authoritative
Political
Evaluative
Participative
Laissez-Faire
Authoritative
tells (coach, Parents)
-leader knows the problem
-leader knows the solutions
-leader decides
-leader tells the group what, when, and how to do the project
Political
Sells
-leader knows the problem
-leader knows all the solutions
-leader motivates (persuades) the group to do what the leader wants
EX: dress shopping, Remember the Titans
Evaluative
Tests
-leader knows the problem
-Leader knows all the solutions
-Leader asks the group what they think about the solutions (invites questions)
-Leader picks the solutions
EX: Dr. Bailey & Lion King
Participative
Consults (like the presidents)
-Leader knows the problem
-Leader do not know all the solutions (but has a tentative decision to make)
-Leader asks the group for ideas
-Leader makes the decision
Laissez-Faire
Joins
-Leader doesn't know the problem
-Members define the problem
-Members create the solutions
-Members decide what to do
-Facilitate leader
TASK
facilitate goal accomplishment
-help group members achieve their objectives
-leaders define roles of the followers telling them what, when, how and where.
-"Cut the BS and get right to work"
when task is very important
-people involvement is low
-follower knowledge, skills, and abilities are low
What happens if the leader is totally task oriented?-
RELATIONSHIP
Which leader helps followers feel comfortable with themselves
-help group members function as effective team members
-leader acts as a facilitator
task is not as important as getting followers involved
-follower knowledge, skills and abilities are high
-When does RELATIONSHIP occur?
University of Michigan Studies
Rensis Likert
-Goals
-classify leaders as effective and ineffective by comparing behaviors of effective and ineffective superiors
-Survey of Organizations
-There are people who are super relationship and super task but most people are somewhere that float in the middle
Michigan's two Dimensions:
Job-centered
Employee centered
job centered
The leader who is centered on:
task
scheduling
accomplishing tasks
achieving efficiency
high emphasis on goals
facilitates structure of tasks
Employee centered
relationship
-meets human needs of the followers
-positive interaction among followers
-minimize conflict
-leader support
-focuses on human needs of followers
Ohio State Studies
Hemphill- under watchful eye of Ralph Stogdill
-1949
-identifying specific dimensions of leader behaviors
- 150 question LBDQ
Ohio State Studies two factors
Initiation of Structure
Consideration
Initiation of Structure
Ohio Study's terminology for:
task
initiates activity
organizes activity
defines the way work is to be done
-more likely to be authoritative
-leader may act directly without consulting the group
Consideration
Ohio Study's terminology for:
relationship
expresses appreciation
strengthens self-esteem of followers
-participate and they feel great
-good at giving compliments without trying too hard
Blake and Mouton's Leadership Grid
Based on:
Concern for people
and Concern for results
concern for people
According to Blake and Mouton's concerns for people and concern for results:
leader considers the needs of team members, their interests and areas of personal development when deciding how best to accomplish a task
concern for results
According to Blake and Mouton, the terminology for a leader who emphasizes concrete objectives, organizational efficiency and high productivity when deciding how best to accomplish a task
Country Club Leadership (1,9)
According to Blake and Mouton, the leader who is focused on high people/ low results
-attention to needs and feelings of people
-satisfying relationships
-comfortable, friendly atmosphere
-fun work tempo
-even at the expense of achieving results, fostering good feelings gets primary focus
-production suffers due to lack of direction and control
EX: annoying girl on Greys
impoverished leadership (1,1)
Low results/ low people
-most ineffective kind of leader
-minimum efforts
-they don't really want to go out and talk to people
-does enough to stay in the organization
- knows what needs to be done to sustain the organization
-Result: disorganization, dissatisfaction and hisharmony
EX: Greek Kappy
Authority-Obedience Leadership (9,1)
High Results/ low people
-also known as authoritarian
-max concerns for production
-arranges work conditions
-efficiency is key
-dictating subordinates what they should do and how they should do it
-wants human relations to not interfere with results
-strict work rules
-views punishment as the most effective means to motivate employees
EX: Bugs Life
Organization Man: Middle of the Road (5,5)
Medium results/ medium people
-balance of two competing concerns
- keeps moral at satisfactory level
-ideal compromise
-there lies the problem: when you compromise you necessarily give away a bit of each concern so neither production nor people are fully met
-average performance
-goes along to get along
-conformity to the status quo
-good relationship and get work done
Team Leadership (9,9)
High production, high people
-best managerial style of Blake Mouton model
-raised employee satisfaction
-increased profits by 4 times
-integrates the concern for production and concern for people
-seeks results through participation,involvement, and commitment of all
-relationships of trust and respect
-can take form of paternalism
EX: Woody
Leader-Member Exchange (LMX)
-role making process between a leader and each individual follower and the exchange relationships that develops over time
-Is both directive and prescriptied-characterize the quality of the dyadic relationships
-leaders interact differently with each constituent
Dimensions of leadership in LMX
follower
leader
Dyadic relationship
over lapping of follower and leader
Orange is the new black
shows exclusion, piper creates a new group
Vertical DYAD linkage (VDL)
Mean girls
-focused on the nature of the vertical linkages leaders formed with each of their followers
2 types of Vertical DYAD linkages
in group
outgroup
in-group follower
based on expanded and negotiated role relationships
-willing to do more
-innovative approaches
-gets more responsibility
-receive more opportunity
-get time/support from leader
outgroup
based on the formal and negotiated role relationships
-operate strict to prescribed roles
-only what is required
-get fair treatment
-no special attention
-get standard benefits
in group leader
-provides attention
-responds to needs and feelings
-assigns high priority tasks
-rewards efforts of the in group
Leader and the out-group
standard benefits
-does not entirely trust out group members
-less likely to consult with out-group members
LMX Phases
1. stranger
2. acquaintance
3. Mature
stranger phase
-contractual relationship
-lower quality exchanges
-rule bound
-extraversion, agreeableness?
-motives of subordinate directed toward self interest
acquaintance phase
-sharing more resources
-testing period for subordinate
-take on more roles and responsibilities
-new ways of relating
Mature Partentership phase
-high degree of mutual respect and trust
-can depend on one another
-move on beyond self-interest
LMX
develops overtime
-group determined within 2-6 months
-stable with the course of time
high LMX
• Preferential treatment
• Increased job related communication
• Ample access to supervisors
• Increased performance-related feedback
Disadvantages of Low LMX
• Limited trust and support from supervisors
• Few benefits outside the employment contract
Problem with LMX
• Gives permission for out-groups
Does not tell leaders HOW to develop high quality relationships
LMX real life
Presidential cabinet
• 15 people
Central purpose of task, relationship approach
to explain how leaders combine these two kinds of behaviors to influence their followers in their efforts to reach a goal
Ohio State studies: Halpin & Winer
Air Force Pilots
Ohio State Studies: Fleishman
industrial supervisor and college admin
What is a LMX leader to do?
-not focus on differences of in and out groups
-create special relationships with all followers
-offer all opportunities for new roles and responsibilities
-nurture high-quality exchanges with all followers
Country Club (high people/low results)
Team Leader(high people/ high production)
Middle of the Road
Imporverished (low people/low production)
Produce or perish (low people/low perish)
five leaders according to Blake and Mouton's leadership grid
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