MGMT 3600 Exam 2 Questions and Answers

MGMT 3600 Exam 2 Questions and Answers Major Decision-Making Styles Autocratic decision-making - What occurs when leaders make the decision alone without necessarily involving employees in the decision-making process. Democratic decision making - What occurs when leaders and employees participate in the making of the decision. Laissez-faire decision-making - What occurs when leaders leave employees alone to make the decision. The leader provides minimum guidance and involvement in the decision. How are the theories of leadership alike/different? Fiedler's Contingency Theory - a leader's style is measured by a scale called the Least Preferred Coworker scale (LPC). Situational Leadership - argues that leaders must use different leadership styles depending on their followers' development level. Path-Goal Theory of Leadership - suggests that employees are motivated when they believe—or expect—that (a) their effort will lead to high performance, (b) their high performance will be rewarded, and (c) the rewards they will receive are valuable to them. Previous Play Next Rewind 10 seconds Move forward 10 seconds Unmute 0:03 / 0:15 Full screen Brainpower Read More Can leadership be learned? Yes Trait theory of leadership Big Five" model, which rates an individual according to Openness to experience, Conscientiousness, Extraversion, Agreeableness, and Neuroticism Behavioral Theories of Leadership (e.g., OSU) Task-oriented leader behaviors - Structuring the roles of subordinates, providing them with instructions, and behaving in ways that will increase the performance of the group (also called initiating structure). People-oriented leader behaviors - Showing concern for employee feelings and treating employees with respect (also called consideration). Consideration, initiating structure also called Task-oriented leader behaviors - Structuring the roles of subordinates, providing them with instructions, and behaving in ways that will increase the performance of the group (also called initiating structure). Contingency (situational) Theories of Leadership Fiedler's Contingency Theory - a leader's style is measured by a scale called the Least Preferred Coworker scale (LPC). Situational Leadership - argues that leaders must use different leadership styles depending on their followers' development level. Fielder's Contingency Theory Fiedler's Contingency Theory - a leader's style is measured by a scale called the Least Preferred Coworker scale (LPC). Least Preferred Coworker Scale (LPC) People who are filling out this survey are asked to think of a person who is their least preferred coworker. Then, they rate this person in terms of how friendly, nice, and cooperative this person is. Imagine someone you did not enjoy working with. Can you describe this person in positive terms? If you can say that the person you hated working with was still a nice person, you would have a high LPC score. This means that you have a people-oriented personality, and you can separate your liking of a person from your ability to work with that person. On the other hand, if you think that the person you hated working with was also someone you did not like on a personal level, you would have a low LPC score. Low LPC leaders High LPC leaders The theory predicts that in "favorable" and "unfavorable" situations, a low LPC leader—one who has feelings of dislike for coworkers who are difficult to work with—would be successful. When situational favorableness is medium, a high LPC leader—one who is able to personally like coworkers who are difficult to work with—is more likely to succeed. Task and relationship oriented leaders Task-oriented leader behaviors - Structuring the roles of subordinates, providing them with instructions, and behaving in ways that will increase the performance of the group (also called initiating structure). People-oriented leader behaviors - Showing concern for employee feelings and treating employees with respect (also called consideration). Situational favorableness (3 factors which determine) There are three conditions creating situational favorableness: leader-subordinate relations, position power, and task structure. If the leader has a good relationship with most people and has high position power, and the task at hand is structured, the situation is very favorable. When the leader has low-quality relations with employees and has low position power, and the task at hand it relatively unstructured, the situation is very unfavorable. Best leader match according to Fiedler? Low LPC Leader - there is more support for the theory's predictions about when low LPC leadership should be used, but there is less support for situations when high LPC leadership Hersey and Blanchard Situational Approach to Leadership which argues that leaders must use different leadership styles depending on their followers' development level. According to this model, employee readiness (defined as a combination of their competence and commitment levels) is the key factor determining the proper leadership style. This approach has been highly popular with 14 million managers across 42 countries undergoing SLT training and 70% of Fortune 500 companies employing its use Houses Path Goal Theory (types of leaders) Directive leaders - Leaders who provide specific directions to their employees. They lead employees by clarifying role expectations, setting schedules, and making sure that employees know what to do on a given workday. Supportive leaders - Leaders who provide emotional support to employees. They treat employees well, care about them on a personal level, and they are encouraging. Participative leaders - Those who make sure that employees are involved in the making of important decisions. Achievement-oriented leaders - Those who set goals for employees and encourage them to reach their goals. Vroom Yetton Model of Leadership & Decision tree a decision-making tool to help leaders determine how much involvement they should seek when making decisions. The model starts by having leaders answer several key questions and working their way through a decision tree based on their responses. Laissez faire What occurs when leaders leave employees alone to make the decision. The leader provides minimum guidance and involvement in the decision. Leader Member Exchange Theory (LMX) Leaders form different types of relationships with their employees. In high-quality LMX relationshipsA high-quality, trust-based relationship between a leader and a follower., the leader forms a trust-based relationship with the member. The leader and member like each other, help each other when needed, and respect each other. In these relationships, the leader and the member are each ready to go above and beyond their job descriptions to promote the other's ability to succeed. Transactional Leaders Those who ensure that employees demonstrate the right behaviors and provide resources in exchange. These leaders provide contingent rewards and manage by exception. Transformational Leaders Those who lead employees by aligning employee goals with the leader's goals. These leaders use their charisma, inspirational motivation, intellectual stimulation, and individualized consideration to influence their followers. Authentic Leadership A leadership approach advising leaders to stay true to their own values. Servant Leadership A leadership approach that defines the leader's role as serving the needs of others. Motivation, performance, ability, feedback Motivation - The desire to achieve a goal or a certain performance level, leading to goal-directed behavior. Ability - Having the skills and knowledge required to perform the job. Feedback - The degree to which people learn how effective they are being at work. Theories of Motivation Maslow's Hierarchy of Needs ERG Theory Acquired-Needs Theory Need Theories: Maslow's Hierarchy of Needs The most basic of Maslow's needs are physiological needs. Physiological needs refer to the need for air, food, and water. Individuals that are hungry direct their behavior toward finding food. Once fed, the search for sustenance ceases and food no longer serves as a motivator. Once physiological needs are satisfied, people tend to become concerned about their safety needs. Are they safe from danger, pain, or an uncertain future? One level up, social needs refer to the need to bond with other human beings, to be loved, and to form lasting attachments. In fact, having no attachments can negatively affect health and well-being. The satisfaction of social needs makes esteem needs more salient. Esteem needs refer to the desire to be respected by one's peers, feeling important, and being appreciated. Finally, at the highest level of the hierarchy, the need for self-actualization refers to "becoming all you are capable of becoming." This need manifests itself by acquiring new skills, taking on new challenges, and behaving in a way that will lead to the satisfaction of one's life goals. Need Theories: Alderfer's ERG Theory ERG theory, developed by Clayton Alderfer, is a modification of Maslow's hierarchy of needs. Instead of the five needs that are hierarchically organized, Alderfer proposed that basic human needs may be grouped under three categories, namely, existence, relatedness, and growth. ExistenceA need corresponding to Maslow's physiological and safety needs. corresponds to Maslow's physiological and safety needs, relatednessA need corresponding to Maslow's social needs. corresponds to social needs, and growthA need referring to Maslow's esteem and self-actualization. refers to Maslow's esteem and self-actualization.