Term
| What is the focus of behavioral theory (also known as the Ohio State Studies)? |
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Definition
- Ohio State Buckeyes (a poisonous nut)
- We’re focused on what leaders do and how that affects subordinate satisfaction and performance
- Focuses on what leaders do! |
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Term
| What is initiating structure? Consideration? (be able to recognize these behaviors in a situation) |
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Definition
- 2 leadership behaviors they identify in Ohio State Studies
- Initiating Structure – task oriented leadership behavior; tell you what to do, when to do it, how to do it, check your work, schedule your work, organize your work
- Consideration is people – relationship oriented; develop the relationship between you and your followers based upon mutual trust, 2-way communication, give and take, support and
encouragement; treating them like a human being |
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Term
| Which combination of behaviors did behavioral theorists originally think would be the best in all situations? |
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Definition
- Hi IS Lo C
- Hi IS & Hi C thought would always be the best in the beginning!
- There’s no 1 best way of management; different strokes for different folks
- Hi IS – if employees already know how to do their job then your employees will get angry;
- HI C – not every employee need emotional support from their manager, may be self-motivated and not other-motivated |
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Term
| What is the major drawback of the behavioral theory (Ohio State Studies) as originally proposed? |
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Definition
- If there’s one best way to lead, the situation doesn’t matter
- The situation is totally ignored in the beginning and in the end the situation became all-important
- Ignore the situation!! |
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Term
| What combination of behaviors is actually the best in behavioral theory? |
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Definition
- It depends upon the situation; there is no best way
-contingency theory "it depends theory" |
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Term
| What combination of behaviors does a theory x manager exhibit? Theory y exhibit? |
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Definition
- Theory X = Hi IS & Lo C; work you hard and doesn’t give a damn about you
- Theory Y = Lo IS & Hi C
- Hi IS > specialization
- Lo IS > enrichment |
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Term
| In Fielder’s contingency theory of leadership, work group performance is a function of what? |
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Definition
- The match between leadership style and the favorableness of the situation
-Good match = work group performance goes up;
-Bad match = work group performance goes down |
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Term
| According to Fiedler, what is your leadership style based on? As a result, does Fiedler believe you can change your leadership style? |
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Definition
| - Your personality and therefore it’s fixed; you can’t change it |
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Term
| What does Fiedler believe about leadership training that teaches you how to be flexible & change your style to match the situation? |
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Definition
- It is a total waste of time
- 6 weeks of therapy won’t change your personality so 6 weeks of leadership training won’t change your leadership style; live with it and make the best of it |
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Term
| What scale did Fiedler develop to measure your leadership style? |
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Definition
- LPC (Least Preferred Co-Worker Scale)
- You think about all the co-workers you have ever worked with and you pick out the one that you least prefer to work with and then you describe that person with a
series of bi-polar adjectives and by the way you describe them according to
-Fielder tells how you are as a leader
- It’s a measure of your value system as a leader, but not a good system because values doesn’t always translate to behaviors! |
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Term
| If you LPC score is low, what does that mean? What type of leader are you? |
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Definition
| - You describe them in negative terms because you have a low opinion of them; you are task-oriented as a leader |
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Term
| If your LPC score is high, what does that mean? What type of leader are you? |
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Definition
| - You describe them positively because you have a high opinion of them; you are a relationship-oriented leader |
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Term
| What are the 3 factors that determine situational favorableness? Which is more important? Least important? |
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Definition
- Situational Favorableness =
-Leader-member relations- trust between leader and follower
-Task structure- extent to which the followes jobs are performed according to step by step procedure
-Hi TS- specialized job, no freedom
-Low TS- enriched job, lots of freedom
-Position power- power of managers
- weak- little support from upper management
-strong- much support from upper management
*Each of these 3 factor had two values and thus eight situations possible*
* you go from very favorable situations, to moderately favorable situations, to unfavorable situations
- Basically says that a leader has very favorable (a lot of control), moderately favorable ( some control ), and unfavorable (very little control) |
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Term
| When is a high LPC leader the best? |
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Definition
| - High LPC - in the moderately favorable situation when they have some control (relationship-oriented) (middle) |
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Term
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Definition
| - Low LPC - at the very favorable or unfavorable; when there’s a lot of control or little control (task-oriented) (extremes) |
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Term
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Definition
| - Middle LPC – in all situations they’re the best because as the situation changes they change which blows Fiedler’s theory |
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Term
| Why is the case according to Fiedler? |
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Definition
- Why task oriented good at extremes and relationship good in middle because it was the best match because the work group performed the best because they were the best
match; plain and simple! (circular explanation) |
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Term
(Test question) Middle LPC- very favorable or unfavorable situation they ask like a task oriented leader
moderately favorable- like the relation ship oriented leader |
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Definition
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Term
| What is another name for middle LPC leadership? |
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Definition
- Behavioral flexibility
- Being able to change your behavior to fit the situation |
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Term
| What are the implications of Fiedler's contingency theory for managers? |
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Definition
1) Anybody can be a leader if they find the right situation
2) If your work group isn’t performing well, the situation is at fault (you’re in a bad match; no effective and ineffective leaders; only effective and ineffective situations because Fielder says the situation is the only thing that can change, you can’t change your leadership style)
3) If your work group isn’t performing well, the situation needs to change; change the situation to fit your style
- Leadership Training Program = leader match (as soon as you see it being offered, you run away from it) |
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Term
| What does Fiedler recommend as a way to improve leadership effectiveness when a leader finds himself in a situation that does not match her style? |
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Definition
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Term
| What is (Vick) Vroom & Yetton’s normative theory of leadership really a theory of? |
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Definition
| - A theory of decision-making; (how much subordinates are participating in making decisions) |
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Term
| What is the basic idea behind Vroom & Yetton’s normative theory of leadership? |
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Definition
- Leaders have to decide how much subordinates should participate in making decisions
- Will depend upon the situation (sometimes, little or lot, or some) |
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Term
| What is AI? AII? CI? CII? & GII? (Be able to recognize each decision making style) |
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Definition
- A = autocratic
-AI - where the manager uses the information available without any input from subordinates and makes decision alone. (lowest level of subordinant participation)
-AII- the manager goes to subordinates individually, gets information from them (doesn't tell them why) and then makes the decision alone; not consulting with them
- C = consultative
-CI - The manager goes to individual subordinates one at a time, shares the problem with them one at a time, gets their ideas and suggestions, then makes the decision alone
-CII - Rather than sharing the problem individually, you share the problem with the group all at once...then you make the decision all alone; (you're consulting with them about a problem and then make the decision alone) (maybe not everyone in the group is able to help- do CI)
-G = Group
- GII - Manager gets a group of subordinates together and presents the problem to the group, gets their suggestions and uses them to arrive at a joint decision; jointly make a decision about how to solve a problem (highest level of subordinant participation)
** A2 & C1 are both individual but A2 ask for information & C1 you share the problem
** C1 & C2 – one at a time (I) vs. all at once (II) |
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Term
| What 2 situational factors in Vroom & Yetton’s normative theory of leadership determine the best decision making method for the situation? (test question) |
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Definition
- Decision quality and subordinate acceptance
- Make a quality decision that is acceptable to individuals |
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Term
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Definition
| - Those decision-making methods that are effective for the situation |
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Term
| What is the minimum man hours rule & the employee’s development rule? When do you use these rules? (Be able to apply these rules to a feasible set) |
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Definition
- Minimum Man Hours Rule – pick the one farthest left (least amount of time) on feasible set
- Employee’s Development Rule – pick the one farthest right (participate the most)
AI, AII, CI, CII, G (depending on what is available)
- If there’s only one set – you don’t need a rule! |
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Term
| What are the problems with Vroom & Yetton’s normative theory of leadership? |
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Definition
- Doesn't consider all of the different decision making methods available to the manager
- Look at group size, time, and need for secrecy |
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Term
| What are the basic ideas behind reciprocal theory of leadership? What makes the theory reciprocal? |
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Definition
- The leader influences the follower, but the follower also influences the leader
- It's reciprocal!! |
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Term
| What determine whether a subordinate will be lead or supervised by his manager in reciprocal theory? |
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Definition
- If you're part of the in-group, you will be led. If you're part of the out-group, you will be supervised
- Performance does not always place people in the in or out-groups (everything to do with if this manager likes you)
- In-group does better over time.
-In group- Theory Y
-Out group- Theory X |
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Term
| What has the research revealed when the manager is taught to lead the out-group as well as the in-group? |
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Definition
| - The out-group performs just as well as the in-group |
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Term
| What is the basic idea behind implicit theory of leadership? |
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Definition
- Leadership is in the eye of the follower
-Believes tat people have stereotypes about how leaders should look and act
*It may be more important to look like a leader than to actually be one* |
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Term
What is the basic idea behind substitutes for leadership?
* sometimes leaders don't matter- because the situation is beyond their control* |
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Definition
- If a leader has been substituted for, they are no longer needed
- They're no longer important
- They may be irrelevant to the satisfaction and performance of the subordinate |
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Term
| What does substitutes for leadership say about leaders receiving credit & blame? |
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Definition
| - If the situation is beyond their control, they don't really deserve the credit or the blame |
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Term
| What factors substitute for leadership, making it irrelevant to subordinate satisfaction & performance? |
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Definition
-Experienced and knowledgeable employees
-Technology
-Cohesive work group
-Satisfied employees |
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Term
| How do formal & informal groups differ? |
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Definition
- Formal: deliberately created by the organization; emphasizes on duties and tasks/authority and position; will support organization’s goals; specialized roles and work duties
- Informal: develops naturally; emphasizes personal and social relationships; may not support organization’s goals; help satisfy social needs of employees |
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Term
| What personal needs are satisfied by groups? |
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Definition
99. What personal needs are satisfied by groups?
- Safety/Security = “strength in numbers”
- Social = friendship, belonging, acceptance
- Esteem = think you’re cool, recognition and respect
* first three in maslow's*
- Reality- you will use the other group members to test your perceptions of reality, to see if what you are seeing is accurate or not (boss does something crazy talk to co-workers) |
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Term
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Definition
| - You will use the other group members to see if your perceptions of reality are valid or not. |
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Term
| What are the 5 stages of group development & what happens at each stage? |
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Definition
1) Forming - orientation of employees (get to know 1 another, see what each person brings to the table) {1st-date}
2) Storming - intragroup conflict/hostilities/interpersonal conflicts likely to occur here as members vie for certain roles (conflict over who’s gonna do what and who’s gonna be in charge)
--conflict over who is in charge
3) Norming - a sense of solidarity begins to take hold (set up unwritten rules of behavior in groups to prevent conflicts; cohesiveness) {kiss and make up}
4) Performing - increased cooperation, problem solving, and task performance {sex = the product}
5) Adjourning - task is complete, duties are terminated, members move onto other assignments, and things are wrapped up |
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Term
| At what stage is group cohesiveness the greatest? |
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Definition
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Term
| At what stage is intragroup & interpersonal conflict most likely to occur? |
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Definition
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Term
| At what stage is the group likely to make the best decisions? |
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Definition
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Term
| Which stage is most difficult to achieve? |
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Definition
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Term
| What is the relationship between group size & effectiveness? |
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Definition
- As group size increases…friendliness decreases, participation decreases, effort decreases, decision-making process takes longer, team work decreases,
domination by 1 or few individuals increases (only thing that increases b/c negative)
-upper limit to effective team work 12 (bonus)
- 2 people can be considered a group
- Optimal size for decision-making groups = 5-7 members [optimal for work
group effectiveness]
- As group size increases…effectiveness decreases!
-the friendliness of the group decreases
-member satisfaction decreases
-there is less participation by group members (social loafing)
-there is more domination by one or a few group members
-decision-making and teamwork becomes more difficult
-sub-groups/cliques form |
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Term
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Definition
- The willingness or desire for a member to remain part of a group.
- An important indicator of how much influence the group has on the individual members.
- The greater the cohesiveness, the greater the desire |
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Term
| What does cohesiveness have to do with a group’s influence over its members? |
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Definition
| - Greater the cohesiveness, the greater the influence over its group members |
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Term
| What are the factors that increase & decrease cohesiveness? |
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Definition
{anything that makes a group +} {anything that makes a group -}
-Increase:
-small group size
-winning
-high status group
-attractive group goals
-external threat *
-severe initiation *
-lots of time spent together
*connection is not immediate- pay attention to these*
-Decrease:
- large group size
-losing
-poor public image
-unattractive group goals
-disagreeable tasks/demand |
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Term
| What are the benefits & drawbacks of highly cohesive groups? |
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Definition
Benifits;
- high morale/job satisfaction
- Higher member self-esteem
- Drawback:
- Can limit creativity and originality due to conformity (main one)
- Group think- want to agree as a group no matter what
- Greater sense of security
- Low absenteeism and turnover
- Better teamwork.decision/making |
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Term
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Definition
- An unwritten rule about how you should behave in a group.
- Norms are standards of behavior accepted by a group’s members.
- Can either be prescriptive (what you should do) or proscriptive (what shouldn't you do). They define what's acceptable and what's not acceptible |
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Term
| How do norms & cohesiveness interact to determine a group’s performance? |
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Definition
- High cohesiveness groups are a double-edges sword: (depends on productivity norm)
+ High cohesiveness groups with high productivity norms are high performance teams = unwritten rule is to do as much as you can
+ High cohesiveness groups with low productivity norms are low performance teams = group does little or nothing
- Low cohesiveness groups have very little influence over their members performance
~ High cohesive & high productivity norm (do as much as you can) = high productivity * BEST CASE SCENARIO *
~ High cohesive & low productivity norm (do what u need to get by) = low productivity * WORST CASE SCENARIO *
~ Low cohesive & high productivity norm (people will do what they normally do on their own) = average productivity
~ Low cohesive & low productivity norm (people will do what they normally do on their own) = |
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