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- 1Leadership basicsLeadership: the use of power and influence to direct the activities of followers toward goal achievement
Gauging leader effectiveness: objective (profit margins), subjective, employee behaviours (absenteeism, grievances) - 2Leader-member exchange theoryDescribes how leader-member relationships develop over time on a dyadic basis
Role taking: manager describes role expectations and employee attempts to fufill these expectations with job behaviours
Role-making: employee's own expectations for the dyad get mixed in with those of the leader
High quality exchange dyad: frequent exchange of information, influence, latitude, support, and attention. High levels of communication, mutual trust, respect, and obligation
Form "in group" - 3Leader effectivenessDegree to which the leader's actions result in the achievement of the unit's goals, the continued commitment of the unit, and the development of mutual trust, respect, and obligation in the dyads
leader emergence: process of becoming a leader in the first place - 4Traits related to leader emergence/effectivenessEmergence: conscientiousness, low agreeableness, high OTE, high extraversion, high cog. ablity, high energy, high stress tolerance and self confidence
Effectiveness: OTE, extraversion, cog. ability, energy level, stress tolerance, self confidence - 5Leader decision making stylesautocratic style: leader makes decision alone without asking for the opinions/suggestions of the employees
consultative style: leader presents problem and asks for advice/opinions before making the decision himself
facilitative: leader presents problem and seeks consensus on a solution (leader opinion same wt)
delegative: gives employee the responsibility for making the decision with some set of specific boundaried conditions
Allowing participation increases job satisfaction and decision making skills - 6Time driven model of leadershipFocus shifts from autocratic etc. leader to autocratic etc. situations
decision significance
importance of commitment
leader expertise
likelihood of commitment
shared objectives
employee expertise
teamwork skills
Autocratic: commitment unimportant & insignificant, expertise is high and leader is trusted
delegative: strong teamwork skills, commitment unlikely
decisions successful 68% of time when following model v. 22% when not following model, only use model 40% of time - 7Day-to-day leadership behavioursinitiating structure: extent to which leader defines and structures the roles of employees in the pursuit of goal attainment
-initiation
-organization
-production
consideration: extent to which leaders create job relationships characterized by mutual trust, respect, and consideration of employee feelings.
-membership
-integration
-communication
-recognition
-representation - 8CorrelationsConsideration- strong with effectiveness, motivation, job satisfaction
moderate with unit performance
Initiation structure- strong with motivation and moderate with effectiveness, job satisfaction, and unit performance - 9Lifecycle theory of leadershipoptimal combination of initiating structure and consideration depends on the readiness (degree to which employees have the ability and willingness to accomplish their specific tasks) of the employees in the work unit
R1- eager but inexperienced
-telling: leader provides specific instructions and closely supervises performance (high IS, low C)
R2-work is harder than expected
-selling: supplement directing with support and encouragement (high IS and high C)
R3-beginning to work well together
-participating: leader shares ideas and helps group conduct affairs (low IS, high C)
R4- firing on all cylinders
-delegating: leader turns over responsibility for key behaviours (low IS, low C) - 10Transformational leadership behvaioursinspiring followers to commit to a shared vision that provides meaning to their work while also serving as a role model who helps followers develop their own potential and view problems from new perspectives
laissez faire: leader avoids leadership behaviours
transactional: rewards/disciplines the follower depending on performance adequacy
-passive mangement by exception: waits for mistakes and errors
-active MBE: monitor mistakes and errors
-contingent reward: leader attains follower agreement using promised or actual rewards in exchange for adequate performance - 11Correlations of transactional leadershipcontingent reward- strongly related to motivation and effectiveness
active MBE- weakly related to motivation and effectiveness
passive MBE- neg relationship - 12Transformational leadership behavioursidealized influence: behaving in ways that earn the admiration, trust, and respect of followers, causing followers to want to identify with and emulate the leader (charisma- 60% genetic, extraversion, OTE, agreeableness)
inspirational motivation: behaving in ways that foster an enthusiasm for and commitment to a shared vision of the future
intellectual stimulation: challenge followers to be innovative and creative b questioning assumptions and reframing old situations in new ways
individualized consideration: behaving in ways that help followers achieve their potential through coaching, development, and mentoring - 13Importance of leadershiptransformational leadership- strongly related to unit focused measures of effectiveness (more financially successful, higher quality products), strongly related to dyad focused measures of effectiveness
TL- moderate with JP, TP and CB (motivation and trust)
TL-strong with commitment (job satisfaction, emotional contagion)
substitutes for leadership model: certain characteristics of situations can constrain the influence of the leader
-substitutes: reduce leader influence but benefit employee behaviours
-neutralizers: reduce the leader influence without benefitting employee behaviours - 14Leader substitutes and neutralizersSubstitutes: task feedback, training and experience, professionalism, staff support, group cohesion, intrinsic satisfaction
Neutralizers: task stability, formalization, inflexibility, spatial distance
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- FlashCards sobre Sem título, criado por emilywadge22 em 19-03-2016.
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