autocratic
the leader uses strong, directive actions to control the rules, regulations, activities, and relationships in the work environment
democratic
the leader uses interaction and collaboration with the followers to direct the work and work environment
laissez-faire
the leader has a hands-off approach
ohio state studies
led by scholars such as Stogdill and Fleishman
two-dimensional view of leader behavior:
consideration and initiating structure
U of Michigan studies
2 distinct leadership styles
job-centered
employee-centered
results were not always conclusive but :job-centered" was more often affiliated with less productive work groups that "employee-centered
4 dimensions of transformational leadership
idealized influence
intellectual stimulation
inspirational motivation
individualized consideration
idealized influence
transformational leaders are admired, respected, and trusted. followers look up to leaders and want emulate their behavior.
intellectual stimulation
followers are encouraged to be innovative and express new and challenging ideas, question assumptions, and reframe problems. creativity is stimulated.
inspirational motivation
leaders motivate and insure their followers through enthusiasm, optimism, and passion. leaders clearly articulate a vision and help followers see where they are going.
individualized consideration
follower's needs are attended to and leaders listen to their followers. two-way communication is practiced and a leader accepts the individual differences of followers.
Fiedler's contingency theory
leaders are either task-motivated or relationship-motivated
the effectiveness of either orientation depends on the situation
task motivated leaders are more effective in extreme situations
relationship-motivated leaders are more effective in moderately fa
leader-member exchange
(LMX)
focuses on the leader/follower dyadic relationship
leaders develop different types of relationships with their different followers
LMX is concerned about the quality of a leader/follower dyads relationship
high quality LMX
mutual support
trust
liking
attention loyalty
this quality dyad are considered groups
follower satisfaction
organizational commitment
role clarity
job performance
OCBs
reduces turnover inventories
reduces role conflict
low quality LMX
social distance
contractual obligations
distrust
role distinctions
this quality dyad are considered out groups
fails to produce positive outcomes
counterproductive work behaviors
path-goal theory
a leader's role is to align goals of followers with the goals of the organization
a leader must facilitate the achievement of those goals
leaders help followers realize their capabilities and their ability to reach the goals
leaders make it clear what the
path goal styles
directive
supportive
participative
achievement-oriented
directive style
leader provides task structure
supportive style
leader expresses concern for follower's well-being
participative style
including followers in decisions and feedback
achievement-oriented style
creating challenging and high-standard performance goals
differences between a leader and a manager
effective leadership produces change in organizations
good management controls complexity in organizations
leaders
setting a direction for the organization
aligning people with that direction
motivating people
managers
planning and budgeting
organizing and staffing
controlling and problem solving
Jeffrey Pfeffer leadership BS "authenticity
leaders should not be themselves
they need to be what their followers need them to be
work
mental or physical activity that has productive results
job
a set of specific tasks, assigned pieces of work to be done in a specific time period
career
sequence of job experiences over time
scientific management
Frederick Taylor (1856-1915)
work simplification is key
jobs should have a limited number of tasks
each task is designed so that the worker does not have to think, question or analyze
job characteristics theory
emphasizes the interaction between the individual and specific attributes of the job
a worker's values, religious beliefs and ethnic background influence response to the job
job diagnostic survey- survey instrument designed to measure the elements in the
skill variety
degree to which the job requires the person to do different things and use varying abilities and skills
task identity
does a person do the job from the beginning to the end and see a visible outcome
task significance
does this job have a significant impact on others?
autonomy
amount of freedom, independence and description the person has scheduling work, decision making. and determining how to do the job
feedback
degree to which the job provides the person with clear and direct information about job outcomes and performance
job enrichment
is designing or redesigning a job by incorporating motivational factors into it. whereas job enlargement increases the number of job activities through horizontal loading, this increases the amount of job responsibility through vertical loading
job enlargement
increases the number of activities in a job to overcome boredom and monotony
job rotation
expose worker to a variety of job tasks over time
technostress
the stress causes by new and advancing technologies in the workplace
job sharing
an alternative work pattern in which more than one person occupies a single job
flextime
an alternative work pattern that enables employees to set their own daily work schedules
Japanese approach to work design
lean production
sociotechnical systems (STS)
STS sociotechnical systems
Greater emphasis on teamwork and self managed and autonomous work groups
The ongoing nature of the design process and human values in the work process
German approach
Shaped by Germany's unique educational system cultural values and economic system. technocentric
anthropocentric
Technocentric
Placing technology and engineering at the center of job design decisions
Uses a natural scientific process
Anthropometric
Places human considerations at the center of job design decisions
Relies on a more humanistic process
scandinavian approach
values social concern rather than industrial efficiency
Places great emphasis on a work design model that encourages a high degree of worker control and good social support systems for workers
functional conflict
healthy, constructive disagreement between two or more people. (task conflict/ conflict based on ideas)
dysfunctional conflict
unhealthy, destructive disagreements between two or more people. (relationship conflict/conflict based on people and personal characteristics)
consequences of conflict (+ & - )
postive:
creativity/ ideation
change agent
helps identity creating
promotes problem identification and resolution
Negative:
wastes resources
hurts psychological well-being
negative climate
decreases group cohesion
mechanisms that are best for dealing with conflict in a healthy way
compensation
identification
rationalization ?
2 types of negotiation
distributive bargaining
integrative negotiation
distributive bargaining
the goals of the parties are in conflict. and each party seeks to maximize its resources
integrative negotiation
the parties' goals are not seen as mutually exclusive, but the focus is on both sides achieving their objectives
withdrawal mechanisms
exhibited when frustrated individuals try to flee from a conflict using either physical or phycological means. flight, conversion, and fantasy are examples of withdrawal mechanisms
flight
physically escaping a conflict
withdrawal
emotionally leaving a conflict
conversion
process whereby emotional conflicts become expressed in physical symptoms
fantasy
provides an escape from a conflict through daydreaming
scheins 3 levels of culture
artifacts, values, basic assumptions
artifacts
personal enactment
ceremonies and rites
stories
ritual
symbols
values
testable in the physical environment
testable only by social consensus
basic assumptions
relationship to environment
nature of reality, time, and space
nature of human nature
nature of human activity
nature of human relationships
strong-culture perspective
strong culture:
states that an organization with strong cultures perform better than other organizations
in an organizational culture with a consensus on the values that drive the company and with an intensity that is recognizable even to outsiders
fit perspective
argues that a culture is good only if it fits the industry or the firm's strategy
this perspective is useful in explaining short-term performance but not long-term performance
adaptation perspective
theme is that only cultures that help organizations adapt to environmental change are associated with excellent performance
an adaptive culture
a culture that encourages confidence and risk taking among employees, has leadership that produces change, and focuses on the changing needs of customers
socialization process
anticipatory
encounter
change and acquisition
anticipatory stage of organizational process
realism and congruence
encounter stage of organizational process
job demands:
task
role
interpersonal
change and acquisition stage of organizational process
mastery
outcomes of socialization
performance
satisfaction
mutual influence
low levels of distress
intent to remain (inertia)
how do you change organizational culture?
change behavior in an organization
examine the justifications for the changed behavior
cultural communication: all the artifacts must send a consistent message about the new values and beliefs
shape the workforce to fit the intended culture: revisit the s