Org Psyc Exam 6 ch 13, 16
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great person theory
great leaders possess key traits that set them apart from most other human beings.
leaders desires to influence others and to lead.
wish to dominate others.
socialized power motivation
leaders interest in cooperationg with others developing networks and coalitions and generally working with a subordinates rather than trying to control them.
highly moral indivs who are confident, hopeful, optimistic, and resilient, also highly aware of the contexts in which they operate.
multiple domains of intelligence
leaders need to be intelligent in 3 different ways, cognitive, emotional, cultural intelligence.
being familiar with the cultural rules of the countries where they work.
people who do things to revitalize and trasform orgs or society.
autocratic (leadership style)
leader makes all decisions unilaterally.
leader allows employees to make their own decisions.
autocratic-delegation continuum model
leaders allow followers to have different degrees of decision making power ranging from autocratic through participative to delegating.
participative leadership style
leader solicits opinions from subordinates before making decisions.
two-dimensional model of subordinate participation
distinguishes b/t leaders who are directive or permissive toward subordinates and the extent to which they are participative or autocratic in their decision making.
initiating structure (production-centered)
leaders concerned mainly with production and focus primarily on getting the job done.
leaders concerned with establishing good relations with their subordinates and being liked by them.
proposes a multistep process designed to cultivate concern for people and concern for production.
leader-member exchange (LMX) model
suggests that for various reasons leaders form different kinds of relationships with various groups of subordinates.
contingency theories of leader effectiveness
several modern theories of leadership.
LPC contingency theory
assumption that a leader's contribution to successful performance by his or her group is determined both by the leaders own traits and various features of the sitution.
- esteem for least preferred coworker
- leaders tendency to evaluate in a favorable or unfavorable manner the person with whom they found it most difficult to work.
- when theres low situational control low LPC leaders better than high LPC
- when moderate sit control, high LPC best
in low sit. control, groups needs extra guidance to accomplish tasks.
matching leaders to situations.
situational leadership theory
suggests most effective sytle of leadership depends on extent to which followers require guidance and direction.
subordinates will react favorably to a leader only to the extent that they perceive the leader as helping them progress toward various goals by clarifying actual paths to such rewards.
change that's continuous in nature and involves no major shifts in the way an org operates.
- more radical change
- major shifts involving many different levels of the org.
occur because of forces in internal and external environments.
changes that are very carefully planned nad deliberate.
eliminating parts of themselves that focus on nonecore sectors of the business and hiring outside firms to perform the functions.
using outsourcing services of overseas companies.
customers see the products or services as being superior and offered at an equal or lower price.
employees at all levels, boards of directors, stockholders, and customers.
resistance to change
tendency for employees to be unwilling to go along with organizational changes based on some combination of indiv and org barriers.
forces acting on indivs to work in certain ways are very powerfully determined.
work group inertia
inertia to continue working in a specified way.
orgs that have developed the capacity to adapt and change continuously.
organizational development (OD)
set of social science techniques designed to plan change to enhance personal development and org effectiveness.
management by objectives (MBO)
benefits of specifying clear org goals.
specified set of guidelines indicating exactly what needs to be done to attain a goal.
data collected to be analyzed in form of interviews, questionnaires, or both.
org development intervention that focuses attention away from an orgs shortcoming and toward its capabilities and its potential.
org dev intervention where teams of people work off site to create and implement new ways of solving org probs by focusing on ineffectiveness of current methods.
quality of work life programs
- ways of increasing org output and imroving quality by involving employees in decisions that affect them.
- humanizing the workplace.
small groups of volunteers who meet regularly to ID and solve probs related to the quality of work and work conditions.
internal or external forces around the org driving the change process
path-goal theory leadership styles
- instrumental (directive)
- achievement oriented
instrumental lead. style
leaders provide specific guidance and make work schedules and rules.
supportive lea. style
establishing good relations with subordinates and satisfying their needs.
participative lead. style
leader consults with subordinates and lets them participate in decisions.
achievement oriented lead. style
leader sets challenging goals and seeks improvements in performance.
situational leadership theory leader behaviors
- delegating - low task low relationship
- participating - low task, high relationship
- selling - high task, high relationship
- telling- high task, low relationship
- task = direction required, relationship = support required
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