ADMN 232 FINAL EXAM LATEST
path-goal theory
a leadership theory that leaders can increase subordinate satisfaction and
performance by clarifying and clearing the paths to goals and by
increasing the number and kinds of rewards available for goal attainment
directive leadership
a leadership style in which the leader lets employees know precisely
what is expected of them, gives them specific guidelines for performing
tasks, schedules work, sets standards of performance, and makes sure
that people follow standard rules and regulation
supportive leadership
a leadership style in which the leader is friendly and approachable,
shows concern for employees and their welfare, treats them as equals,
and creates a friendly climate
participative leadership
a leadership style in which the leader consults employees for their
suggestions and input before making decisions
achievement-oriented leadership
a leadership style in which the leader sets challenging goals, has high
expectations of employees, and displays confidence that employees will
assume responsibility and put forth extraordinary effort
how to apply path-goal theory
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PAGE
1
, ADMN 232 FINAL EXAM LATEST
1) clarify path to goals
2) clear paths to goals by solving problems and removing roadblocks
3) increase the number and kinds of rewards/satisfaction available for
goal attainment
4) do things that satisfy followers today or that will lead to future
rewards or satisfaction
5) offer followers something unique and valuable beyond what they're
experiencing or can already do for themselves
subordinate contingencies
in path-goal theory
1) perceived ability (how much ability subordinates believe the leader
has for doing their jobs well)
2) locus of control (personality measure that indicates the extent to
which people believe the leader has control over what happens to them
in life)
3) experience
environmental contingencies
in path-goal theory
1) task structure (the degree to which the requirements of a subordinate's
tasks are clearly specified)
2) formal authority system (an organization's set of procedures, rules, &
policies)
3) primary work group (the amount of work-oriented participation or
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2
, ADMN 232 FINAL EXAM LATEST
emotional support that is provided by an employee's immediate work
group)
normative decision theory
a theory that suggests how leaders can determine an appropriate amount
of employee participation when making decisions (Vroom)
decision styles
in normative decision theory
1) autocratic (AI or AII) - leaders make the decisions by themselves
2) consultative (CI or CII) - leaders share problems with subordinates
but still make the decisions themselves
3) group (GII) - leaders share the problems with subordinates and then
have the group make the decisions
decision rules to increase decision quality
- quality rule (if the quality of the decision is important, then don't use
an autocratic decision style)
- leader information rule (if the quality of the decision is important & the
leader doesn't have enough info to make the decision on their own, then
don't use an autocratic decision style)
- subordinate information rule (if the quality of the decision is important
and if the subordinates don't have enough info to make the decision
themselves, then don't use a group decision style)
- goal congruence rule (if the quality of the decision is important, and
subordinates goals are different from the organization's goals, then don't
use a group decision style)
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3
, ADMN 232 FINAL EXAM LATEST
- problem structure role (if the quality of the decision is important, the
leader doesn't have enough info, and the problem is unstructured, then
don't use an autocratic decision style)
decision rules to increase decision acceptance
- commitment probability rule (if having subordinates accept & commit
to the decision is important then don't use an autocratic decision style)
- subordinate conflict rule (if having subordinates accept the decision is
important & critical to successful implementation & subordinates are
likely to disagree, they don't use an autocratic or consultative decision
style)
- commitment requirement rule (if having subordinates accept the
decision is absolutely required for successful implementations and
subordinates share the organization's goals, then don't use an autocratic
or consultative style)
strategic leadership
the ability to anticipate, envision, maintain flexibility, think strategically,
and work with others to initiate changes that will create a positive future
for an organization
visionary leadership
leadership that creates a positive image of the future that motivates
organizational members and provides direction for future planning and
goal setting
charismatic leadership
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PAGE
4
path-goal theory
a leadership theory that leaders can increase subordinate satisfaction and
performance by clarifying and clearing the paths to goals and by
increasing the number and kinds of rewards available for goal attainment
directive leadership
a leadership style in which the leader lets employees know precisely
what is expected of them, gives them specific guidelines for performing
tasks, schedules work, sets standards of performance, and makes sure
that people follow standard rules and regulation
supportive leadership
a leadership style in which the leader is friendly and approachable,
shows concern for employees and their welfare, treats them as equals,
and creates a friendly climate
participative leadership
a leadership style in which the leader consults employees for their
suggestions and input before making decisions
achievement-oriented leadership
a leadership style in which the leader sets challenging goals, has high
expectations of employees, and displays confidence that employees will
assume responsibility and put forth extraordinary effort
how to apply path-goal theory
END OF
PAGE
1
, ADMN 232 FINAL EXAM LATEST
1) clarify path to goals
2) clear paths to goals by solving problems and removing roadblocks
3) increase the number and kinds of rewards/satisfaction available for
goal attainment
4) do things that satisfy followers today or that will lead to future
rewards or satisfaction
5) offer followers something unique and valuable beyond what they're
experiencing or can already do for themselves
subordinate contingencies
in path-goal theory
1) perceived ability (how much ability subordinates believe the leader
has for doing their jobs well)
2) locus of control (personality measure that indicates the extent to
which people believe the leader has control over what happens to them
in life)
3) experience
environmental contingencies
in path-goal theory
1) task structure (the degree to which the requirements of a subordinate's
tasks are clearly specified)
2) formal authority system (an organization's set of procedures, rules, &
policies)
3) primary work group (the amount of work-oriented participation or
END OF
PAGE
2
, ADMN 232 FINAL EXAM LATEST
emotional support that is provided by an employee's immediate work
group)
normative decision theory
a theory that suggests how leaders can determine an appropriate amount
of employee participation when making decisions (Vroom)
decision styles
in normative decision theory
1) autocratic (AI or AII) - leaders make the decisions by themselves
2) consultative (CI or CII) - leaders share problems with subordinates
but still make the decisions themselves
3) group (GII) - leaders share the problems with subordinates and then
have the group make the decisions
decision rules to increase decision quality
- quality rule (if the quality of the decision is important, then don't use
an autocratic decision style)
- leader information rule (if the quality of the decision is important & the
leader doesn't have enough info to make the decision on their own, then
don't use an autocratic decision style)
- subordinate information rule (if the quality of the decision is important
and if the subordinates don't have enough info to make the decision
themselves, then don't use a group decision style)
- goal congruence rule (if the quality of the decision is important, and
subordinates goals are different from the organization's goals, then don't
use a group decision style)
END OF
PAGE
3
, ADMN 232 FINAL EXAM LATEST
- problem structure role (if the quality of the decision is important, the
leader doesn't have enough info, and the problem is unstructured, then
don't use an autocratic decision style)
decision rules to increase decision acceptance
- commitment probability rule (if having subordinates accept & commit
to the decision is important then don't use an autocratic decision style)
- subordinate conflict rule (if having subordinates accept the decision is
important & critical to successful implementation & subordinates are
likely to disagree, they don't use an autocratic or consultative decision
style)
- commitment requirement rule (if having subordinates accept the
decision is absolutely required for successful implementations and
subordinates share the organization's goals, then don't use an autocratic
or consultative style)
strategic leadership
the ability to anticipate, envision, maintain flexibility, think strategically,
and work with others to initiate changes that will create a positive future
for an organization
visionary leadership
leadership that creates a positive image of the future that motivates
organizational members and provides direction for future planning and
goal setting
charismatic leadership
END OF
PAGE
4
