Leadership Chapter 6 PDF

Leadership Chapter 6 PSYCHOLOGY & WORK TODAY A Bad Boss Can Ruin Your Day  As many as 7 out of 10 managers may be  Incompetent, exploiting, domineering, irritable, and untrustworthy  Refuse to delegate authority  Ha...

Leadership Chapter 6 PSYCHOLOGY & WORK TODAY A Bad Boss Can Ruin Your Day  As many as 7 out of 10 managers may be  Incompetent, exploiting, domineering, irritable, and untrustworthy  Refuse to delegate authority  Have poor decision-making skills  About 75% of American workers believe that the worst and most stressful aspect of their jobs is their boss  Part of problem is promoting great employees into supervisory jobs for which they lack basic skills and abilities  LO1: Approaches to Leadership Scientific Human Theory X managem relations and ent approach Theory Y  LO1: Scientific Management  Early 20th century philosophy, associated with F. W. Taylor, concerned with increasing productivity - workers regarded as extensions of the machines they operated  See http://www.therblig.com/taylor/prin.html paragraph 28 for story of “Schmidt”  Goddard: People with low intelligence should be supervised by people of greater intelligence  “Workers should be told what to do and shown how to do it”  LO1: Human Relations Approach  Arose in the 1920’s with the Hawthorne Studies, which focused attention on workers instead of production  The Hawthorne experiments trained leaders  to allow workers to set their own pace,  to form social groups,  to solicit worker’s opinions  Workers treated as people, not cogs in a machine  LO1: Theory X and Theory Y McGregor (1960) Formal expression of scientific management and human relations approaches to leadership THEORY X  Assumes people are lazy, dislike work, and must be led and directed. It is compatible with scientific management and bureaucracy THEORY Y  Assumes that people find satisfaction in their work and function best under a participatory leader. It is compatible with human relations and MBO  LO1: Theories of Leadership Effective leadership depends on the interaction of: The traits and behaviors of the leaders The characteristics of the followers The nature of the situation in which the leadership occurs. Contingency theory Path-Goal theory Leader-member exchange (LMX) Implicit leadership theory  LO1: Contingency Theory Fiedler (1978)  Leadership effectiveness is determined by the interaction between the leader’s personal characteristics and the situation  Leaders are classified as  The task-oriented  leader will be effective in extremely favorable or extremely unfavorable situations  The person-oriented  leader will be more effective in moderately favorable situations  Leader style cannot change. If a mismatch exists, must either change leader or situation  Which type will be more effective depends on the leader’s degree of situational control  LO1: Path-Goal Theory House (1971) Requires leader Focuses on the flexibility Directive style kinds of leader works best with unskilled workers Supportive behaviors that leadership works best with highly allow subordinates to skilled workers achieve personal and Four leadership styles can be organizational adopted to facilitate goals employee attainment of goals Directive Supportive Participative  LO1: Leader-Member Exchange Theory (LMX) Focuses on how Graen & Schlieman (1978) the leader- Subordinates follower are of two types: Two leadership relationship “in-group” and styles: affects the “out-group” leadership process In-group employees are viewed by the Supervision - leader as based on formal competent, authority trustworthy and highly motivated Out-group employees are viewed as Leadership - incompetent, based on untrustworthy, persuasion and poorly motivated LO1: Implicit Leadership Theory Lord & Maher (1993) Defines leadership from the standpoint of the persons being led Each person develops an implicit theory or image of the ideal leader based on experience Fit with image determines whether we perceive our boss as a good or bad leader No objective criteria; a leader is a good leader if she or he meets our expectations Usefulness of theory in workplace yet to be determined  LO1: Styles of Leadership Transformation Authoritarian Democratic Transactional Charismatic al Not Characteriz constrained transaction ed by a by their leaders leaders and al leader self- followers’ make all followers sets goals promoting perceptions the discuss and personality, but are free decisions problems expectation high to act to and tell and make s, reward energy, and transform followers decisions effort and a (change) what to do jointly provide willingness their feedback to take followers’ risks views LO2: Types of Power Formal Organization Personal al or Position power power Reward Referent control the charismatic allocation of leadership rewards Coercive Expert apply possessing punishment knowledge or skills Legitimate can request certain behaviors of others  http://www.youtub e.com/watch?v=28 Wa2AjsdXo