NGR 6733 Quiz 1 Latest 2024 Graded A
Quantum theory and change
change is not a thing/event, its a dynamic process and cannot be avoided. With change comes two
realities: actual & potential. Leadership arises from potential. All things INTERDEPENDENT, leaders must
ADAPT
Power
integral in organization behavior; it is the influence over beliefs, emotions and behaviors. only exists
when there is an unequal relationship between two people where one depends on the other
5 sources of power
1. Legitimate Power
2. Reward Power
3. Coercive Power
4. Expert Power
5. Referent Power
legitimate power
the power a person receives as a result of his or her position in the formal hierarchy of an organization
(either cultural, structural or delegated)
reward power
the ability of a manager to give tangible and intangible rewards
coercive power
The ability of a manager to punish others
referent power
power that comes from subordinates' and coworkers' respect, admiration, and loyalty
most effective way for lower-level employee to acheive power
higher-level employee depends on them
developing a power base
1. Create sense of obligation
2. build a reputation
3. identification (leader behaves in way that leads to respect)
4. Perceived dependence (leaders allow others to believe that they are dependent on them)
Leadership Trait Theory
Based on the assumption that leaders are born with certain traits and characteristics that make them
ideal leaders.
, University of Michigan Leadership Model
2 Leadership styles:
Job-centered & Employee-Centered
Ohio State Leadership Studies
Found that consideration for people and initiating structure are two essential behaviors for leaders.
managerial grid (Blake and Mouton)
Addresses the balance between the manager's concern for people and task.
1,9: Country Club management: high concern for people, low concern for task.
9,1: Authority-obedience: High concern for task, low concern for people (dictator)
9,9: Team management: High concern for people and task (ideal)
5,5: Organization man/middle of the road: Moderate/balanced concern for people and task.
1,1: Impoverished Management: Low concern for both task and people. (laissez faire)
Fiedler's Contingency Theory
based on the premise that a leader's effectiveness is contingent on the extent to which a leader's style
fits or matches characteristics of the situation at hand (1. leader-member relations, 2. task, 3. leader
position power)
House's Path-Goal Theory
leader behaviors are effective when employees view them as a source of satisfaction or as paving the
way to future satisfaction (these leaders are DIRECTIVE, SUPPORTIVE, PARTICIPATORY, ACHIEVEMENT-
ORIENTED)
Tannenbaum Schmidt Continuum
A model that highlights the range of different management styles that may be adopted ranging from a
'tell' approach to one that involves delegation; boss-centered to subordinate-centered.
Hersey and Blanchard's situational theory
Leaders have the flexibility and range of skills to adapt their leadership behavior given the task,
relationship and maturity of the subordinates (Telling, selling, participating, delegating)
Leader-Member Exchange Theory
A theory describing how leader-member relationships develop over time on a dyadic basis; leader
assigns subordinate into in or out group (Role-taking, Role making, routinization)
Transformational Leadership
leadership that, enabled by a leader's vision and inspiration, exerts significant influence;CHANGE and
innovation; NO rewards. leader is charismatic, inspirational, intellectual
Transactional Leadership
Quantum theory and change
change is not a thing/event, its a dynamic process and cannot be avoided. With change comes two
realities: actual & potential. Leadership arises from potential. All things INTERDEPENDENT, leaders must
ADAPT
Power
integral in organization behavior; it is the influence over beliefs, emotions and behaviors. only exists
when there is an unequal relationship between two people where one depends on the other
5 sources of power
1. Legitimate Power
2. Reward Power
3. Coercive Power
4. Expert Power
5. Referent Power
legitimate power
the power a person receives as a result of his or her position in the formal hierarchy of an organization
(either cultural, structural or delegated)
reward power
the ability of a manager to give tangible and intangible rewards
coercive power
The ability of a manager to punish others
referent power
power that comes from subordinates' and coworkers' respect, admiration, and loyalty
most effective way for lower-level employee to acheive power
higher-level employee depends on them
developing a power base
1. Create sense of obligation
2. build a reputation
3. identification (leader behaves in way that leads to respect)
4. Perceived dependence (leaders allow others to believe that they are dependent on them)
Leadership Trait Theory
Based on the assumption that leaders are born with certain traits and characteristics that make them
ideal leaders.
, University of Michigan Leadership Model
2 Leadership styles:
Job-centered & Employee-Centered
Ohio State Leadership Studies
Found that consideration for people and initiating structure are two essential behaviors for leaders.
managerial grid (Blake and Mouton)
Addresses the balance between the manager's concern for people and task.
1,9: Country Club management: high concern for people, low concern for task.
9,1: Authority-obedience: High concern for task, low concern for people (dictator)
9,9: Team management: High concern for people and task (ideal)
5,5: Organization man/middle of the road: Moderate/balanced concern for people and task.
1,1: Impoverished Management: Low concern for both task and people. (laissez faire)
Fiedler's Contingency Theory
based on the premise that a leader's effectiveness is contingent on the extent to which a leader's style
fits or matches characteristics of the situation at hand (1. leader-member relations, 2. task, 3. leader
position power)
House's Path-Goal Theory
leader behaviors are effective when employees view them as a source of satisfaction or as paving the
way to future satisfaction (these leaders are DIRECTIVE, SUPPORTIVE, PARTICIPATORY, ACHIEVEMENT-
ORIENTED)
Tannenbaum Schmidt Continuum
A model that highlights the range of different management styles that may be adopted ranging from a
'tell' approach to one that involves delegation; boss-centered to subordinate-centered.
Hersey and Blanchard's situational theory
Leaders have the flexibility and range of skills to adapt their leadership behavior given the task,
relationship and maturity of the subordinates (Telling, selling, participating, delegating)
Leader-Member Exchange Theory
A theory describing how leader-member relationships develop over time on a dyadic basis; leader
assigns subordinate into in or out group (Role-taking, Role making, routinization)
Transformational Leadership
leadership that, enabled by a leader's vision and inspiration, exerts significant influence;CHANGE and
innovation; NO rewards. leader is charismatic, inspirational, intellectual
Transactional Leadership
