Org. Change Ch. 6 (Matching)

Great Man Theories = Leaders are born, not made. Leaders are heroic and charismatic. Trait Theory = Leadership is based on the personal qualities and characteristics of the leader. Situational Leadership = The style of leadership varies according to the situation and the readiness of the followers. Transformational Leadership = Leaders inspire and motivate followers to achieve a common goal, often through charismatic leadership.

Planning = Setting goals and determining the best course of action to achieve them. Organizing = Coordinating resources and tasks to achieve the organization's objectives. Commanding = Directing and leading subordinates to accomplish tasks. Controlling = Monitoring performance and taking corrective action as needed to ensure that organizational goals are met.

Interpersonal Roles = Include roles like figurehead, leader, and liaison, which involve dealing with people both inside and outside the organization. Informational Roles = Involve roles like monitor, disseminator, and spokesman, which involve handling information within and outside the organization. Decision-making Roles = Encompass roles like entrepreneur, disturbance handler, resource allocator, and negotiator, which involve making choices that affect the organization. Operational Roles = Entail roles related to day-to-day tasks and activities within the organization.

<p>Northouse (2013) = Leadership is a process whereby an individual influences a group to achieve a common goal. Tony Watson (1994) = &quot;… organizing, pulling things together and along in a general direction to bring about long-term organizational survival.&quot; Mintzberg (1979) = Studied chief executives in both large and small organizations and grouped managerial roles into three sets: interpersonal roles, informational roles, and decision-making roles. Henri Fayol's five functions of management = - Planning - Organizing - Commanding - Coordinating - Controlling</p> Signup and view all the answers

<p>Trait Theories = Emphasized what leaders should be like, suggesting leaders are born with certain qualities for success Behavioural Style Theories = Suggested that leadership can be learned, focusing on a leader’s actions rather than their thinking Contingency and Situational Theories = Emphasized situational variables in determining appropriate leadership style, with a focus on legitimate and coercive power held by the leader Relational and Pro-social Theories = Viewed leadership as interpersonal and co-created, with a strong ethical component and a shift in focus from power to people</p> Signup and view all the answers

<p>Consideration = Degree to which a leader builds trust and mutual respect Initiating Structure = Degree to which a leader structures their role and the interactions within the group towards formal goals Visionary Leadership = Involves frame-breaking, frame-moving, and frame-realignment Charismatic-visionary Leadership = Involves being visionary, showing strong confidence, communicating high performance expectations, personally exemplifying the vision, demonstrating personal sacrifice, determination, persistence, and courage</p> Signup and view all the answers

<p>Winston Churchill = Legitimate power Bill Clinton = Expert power Steve Jobs = Referent power N/A = Coercive power</p> Signup and view all the answers

<p>Michigan Studies = Identified two independent dimensions of leadership style: consideration and initiating structure The Leadership Grid = A simplified way of categorizing different aspects of leadership behavior, condensing five desirable leadership behaviors from a long list Contingency and Situational Approaches to Leadership = Emphasized the importance of situational variables in determining appropriate leadership style, originating from both the manager and the situational factors N/A = Focused on the shift in focus from power to people in viewing leadership as interpersonal and co-created</p> Signup and view all the answers

<p>Fiedler's contingency model of leadership = Leader-member relationships, task structure, and positional power Hersey and Blanchard's situational theory = Maturity and readiness of followers to undertake tasks Path-goal theory of leadership = Four suggested behaviors: directive, supportive, participative, and achievement-oriented Quinn's organizational models = Distinguished by adaptability and flexibility versus stability and control, and outward or internal focus</p> Signup and view all the answers

<p>Path-goal theory of leadership = Characteristics of followers and nature of the task or job Fiedler's contingency model of leadership = Leader-member relationships, task structure, and positional power Hersey and Blanchard's situational theory = Maturity and readiness of followers to undertake tasks Quinn's organizational models = Adaptability and flexibility versus stability and control, outward or internal focus</p> Signup and view all the answers

<p>Fiedler's contingency model of leadership = Too many contingent variables, disagreement regarding inclusion, inconsistencies with observed leadership behaviors Hersey and Blanchard's situational theory = Too many contingent variables, disagreement regarding inclusion, inconsistencies with observed leadership behaviors Path-goal theory of leadership = Too many contingent variables, disagreement regarding inclusion, inconsistencies with observed leadership behaviors Quinn's organizational models = Too many contingent variables, disagreement regarding inclusion, inconsistencies with observed leadership behaviors</p> Signup and view all the answers

<p>Pro-social theories of leadership = Leaders' social responsibilities and importance of engagement for motivation, retention, effort, creativity, and productivity Emotional intelligence (EI) for leadership = Self-awareness, self-regulation, motivation, empathy, and social skills Transformational leadership = Charisma, inspiration, intellectual stimulation, individualized consideration Quinn's models propose different leadership styles for different organizational models. = Distinguished by adaptability and flexibility versus stability and control, outward or internal focus</p> Signup and view all the answers

<p>Behavioral resistance = Observable actions and reactions against change Cognitive resistance = Mental opposition to new ideas or processes Affective resistance = Emotional response such as fear, anger, or anxiety towards change Cynical resistance = Skeptical and distrustful attitude towards change</p> Signup and view all the answers

<p>Collaborative leadership = Working together with employees to make decisions and solve problems Communicative leadership = Emphasizing clear and effective communication with employees Directive leadership = Providing clear instructions and closely supervising employees Coercive leadership = Using threats or punishment to influence employee behavior</p> Signup and view all the answers

<p>Dunphy and Stace = Propose participative evolution, charismatic transformation, forced evolution, and dictatorial transformation Ford and Ford = Suggest constructive ways to deal with resistance to change, such as boosting awareness and changing the change Kurt Lewin = Developed force-field analysis, a technique for identifying forces for and against change Piderit = Identifies three types of resistance: behavioral, cognitive, and cynical</p> Signup and view all the answers

<p>Low readiness/low urgency = May require communication strategies to enhance readiness Low readiness/high urgency = May require rapid injection of new personnel High readiness/low urgency = Prioritizes keeping messages about discrepancy current High readiness/high urgency = Requires quick response and vigilance</p> Signup and view all the answers

<p>Shaping and conditioning attitudes and beliefs = To be favorable for change Emphasizing urgency and readiness = In communication strategies for change Leader-member exchange = Refers to the attitudes of leaders and how they are interpreted by followers Strebel's model of change paths = Suggests looking for closed attitudes, entrenched culture, rigid structures, historical forces of change, and overall resistance to change</p> Signup and view all the answers

<p>Dunphy and Stace = Propose participative evolution, charismatic transformation, forced evolution, and dictatorial transformation Ford and Ford = Suggest ways such as boosting awareness, returning to purpose, changing the change, building engagement, and completing the past Kurt Lewin = Developed force-field analysis, a technique for identifying forces for and against change Piderit = Identifies three types of resistance: behavioral, cognitive, and cynical</p> Signup and view all the answers

<p>Transformational leadership = Leaders provide purpose and vision, and identify with followers. Servant-leadership = Prioritizes serving others, recognizing distributed power, and encouraging leadership development. Authentic leadership = Based on self-awareness, ethics, and self-regulation. Critical approaches to leadership = Derailing leaders may lack self-awareness, interpersonal skills, business acumen, and leadership.</p> Signup and view all the answers

<p>Natural development = One of the four themes in authentic leadership. Development from struggle = One of the four themes in authentic leadership. Development from a purpose = One of the four themes in authentic leadership. Active learning process = One of the four themes in authentic leadership.</p> Signup and view all the answers

<p>Being true to oneself = Attribute of authentic leaders. Humility = Attribute of authentic leaders. Empathy = Attribute of authentic leaders. Moral courage = Attribute of authentic leaders.</p> Signup and view all the answers

<p>Poor results = Early warning sign of derailing leaders' critical approaches. Narrow perspectives = Early warning sign of derailing leaders' critical approaches. Poor team building = Early warning sign of derailing leaders' critical approaches. Inappropriate behavior = Early warning sign of derailing leaders' critical approaches.</p> Signup and view all the answers

<p>Women's leadership styles = More likely to adopt relational, participative, and transformational styles. Men's leadership styles = More likely to take a task/goal-oriented, assertive approach. Differences in leadership style = Women and men exhibit differences in their leadership styles. Gender and leadership = Insight about differences in leadership styles based on gender.</p> Signup and view all the answers

<p>Creative and entrepreneurial style = Often best for evolving markets in organizational life cycles. Top management styles changing = As the organization matures, top management styles change. Leadership styles vary = Depending on organizational life cycles. Organizational life cycles = Insight about how leadership styles vary based on organizational life cycles.</p> Signup and view all the answers

<p>Corporate transformation = One of Dunphy and Stace's modeled approaches to change based on environmental readjustment and required leadership style. Modular transformation = One of Dunphy and Stace's modeled approaches to change based on environmental readjustment and required leadership style. Incremental adjustment = One of Dunphy and Stace's modeled approaches to change based on environmental readjustment and required leadership style. Fine-tuning at lower levels = Typically associated with lower-level approaches to change.</p> Signup and view all the answers