Ch.7 exam II MGMT 641

• •If the members like the leader, trust the
• leader, have confidence in the leader, and generally have positive feelings
• about the leader, then leader-member relations
• are good; otherwise, they are poor.

• •task-structure:
• when tasks are clearly defined and the work procedures are clearly understood
• by the group members, then the task is structured; when the tasks are ambiguous
• and there are multiple ways the group members might seek to achieve the goals,
• then task is unstructured.

• •position power:
• the leader’s position power is strong if the leader has the authority to hire
• and fire group members, make pay raises, give bonuses or other financial
• rewards, and distribute various perks, status symbols, and desirable work
• assignments; otherwise, it is weak.

-Doesn't allow leaders to rated on both, lab studies differed in two quadrants & field studies only differed in 1

Relatnshp ldrs dislike disloyalty and untrustworthiness

Taks leaders dislike incompetence

• •S1 (high task, low relationship): the
• telling
• style
• consists of highly directive, low supportive leadership in which leaders give
• detailed instructions and use close monitoring with relatively little emotional
• support.

• •S2 (high task, high relationship): the selling
• style
• consists of highly directive, highly supportive leadership in which the leader
• focuses on setting goals and giving instructions while also giving
• encouragement.

• •S3 (high relationship, low task): the participating
• style
• has leaders encourage participation from subordinates in determining how the
• job is done and the leaders focus on listening to subordinates, giving praise
• and recognition, facilitating problem-solving and obtaining resources.

• •S4 (low relationship, low task): when
• using the delegating
• style
• leaders set the overall goals but turn day-to-day decision-making over to the
• employees.

• •The
• right leadership style depends on follower readiness: the (1) ability (job skills) and (2)
• willingness (psychological state) of employees to direct their own work

• •Vecchio, Bullis, and
• Brazil (2006) tested the model using 860 participants from 86 squads in the
• U.S. Military Academy

• •Fernandez
• and Vecchio
• (1997) surveyed 332 university employees and their 32 supervisors: only 16.9%
• of the cases would be correctly matched according to the four quadrants

• •Goodman,
• McGee, and Cashman
• (1986) surveyed 85 store managers, 56 assistant managers, and 318 sales clerks
• working for a national retail chain.

• •They found virtually no support for the
• pattern recommended by Hersey and Blanchard. Instead, they found support for the
• simpler model advocated by the High-High model.

• •Leaders
• should act to increase their subordinates’ perceptions of payoffs. This is based on expectancy theory.

• •Leaders engage in
• path-clarification to let followers know what behaviors
• will be rewarded, to teach them how to achieve the task, and to remove other
• obstacles in the way of achievement.

• •Directive Leadership:
• an initiating structure style of leadership in which leaders give clear
• instructions about how to do the job, make rules, and set performance standards.

• •Supportive Leadership:
• similar to consideration leadership, leaders use this type of leadership to
• boost the confidence of their employees and to reduce boredom and increase job
• satisfaction.

• •Participative Leadership:
• leaders draw upon the expertise of their followers by inviting them to share
• their knowledge and opinions with the leader and to participate in
• decision-making.

• •Achievement Leadership:
• here the leaders set challenging goals for their followers while expressing
• confidence in their abilities.

-Overall leaders that use this will be effective to the extent that they help subordinates cope with enviromental uncertainty

-But Wofford and Liska Busted this up.

• They examined 16 pssble moderators in a meta analysis and only six were significant in House and Mitchell's Hypothesis; when
• employees had low abilities initaitng structure had greater postiv
• effect on job satisfaction than when employees had high abilities.

• .Job
• scope moderated the relationship between consideration and performance: when
• employees performed a wide variety of tasks consideration leadership had less
• effect on performance

• •Opposite direction: . The
• effects of consideration on performance were stronger for unstructured task
• conditions than for structured ones.

• Task
• structure moderated the relationship between consideration and satisfaction
• with the leader:
• consideration
• was more important when tasks were structured. This suggests that during highly
• structured, potentially boring jobs that consideration type leadership boost
• satisfaction with the leader

according to a survey of London civil servants, yes

• •task interdependence:
• the degree to which people must interact in a coordinated way to achieve goals

• •Winning
• coaches in high interdependence sports were higher on initiating structure than
• were the winning coaches in low interdependence sports

• •Winning
• coaches in low interdependence sports were considerably more likely to use
• consideration leadership than were the winning coaches in high interdependence
• sports

• •Study
• 1: Higher rates of order-giving increased perceptions of leadership ability
• when the managers performed either relatively more complex work, or relatively
• less complex work. Order-giving had no effect under equal complexity
• conditions.

• •Study
• 2: Subjects listed more directive traits when leaders performed relatively more
• complex work than their subordinates, but listed few directive traits in the
• equal complexity conditions.

• •When
• managers performed less complex work, subjects listed participatory as well as
• directive traits.

• •Does
• a willingness to give orders show someone has leadership ability?

• •How
• should leaders make requests, issue orders, direct others, etc.? Do you have to
• act tough to give orders, or can you give orders in a more polite way?

• •Are
• the people who rise to the top in organizations those who respect authority
• figures and accept their requests as just and fair?

• •Applications:
• Which do you think best characterizes your opinion of Welch: Neutron Jack, or
• Manager of the Century? Why?

• •Many
• other business leaders assumed that GE’s success was due to Jack’s tough
• leadership style and they tried to imitate him without much success.

• However,
• Jack’s downsizing of GE occurred mostly during the first quarter of his reign
• as CEO, and he had to abandon his policy of firing the bottom 10%. In contrast,
• his policies of generous bonuses and stock options continued throughout his
• career, as did his emphasis on best practices and on making GE a learning
• organization.