Sees motivation as absolutely irrelevant
m m m m
theory of motivation holding that people are naturally lazy and uncooperative -
m m m m m m m m m m m
manswer>>Theory X m
a leadership theory that suggests that leaders have innate qualities and charact
m m m m m m m m m m m
eristics that others cannot acquire.
m m m m
sometimes referred to as the "great man theory" -answer>>Trait Theory
m m m m m m m m m
Leadership involves managing: m m
People
m Tasks.
5 types of Managers
m m m
-country club managers (low task, high relationship)
m m m m m m
-Impoverished leader (low task, low relationship)
m m m m m
-Authoritative leader (High task, low relationship)
m m m m m
- Middle-of-the-road (midpoint on both task& relationship)
m m m m m m
-Team leaders (High task, High relationship) -answer>>Blake-Mouton Theory
m m m m m m m
propose that the effectiveness of a particular style of leader behavior depends o
m m m m m m m m m m m m
n the situation. Leaders can flex their behaviors to meet the needs of the situat
m m m m m m m m m m m m m m
ion.
-answer>>Situational Theories m
,Leaders adapt their behaviors to meet the evolving needs of their team.
m m m m m m m m m m m
-considers talks and relationship behavior
m m m m
-includes: telling, selling, participating, and delegating -
m m m m m m
answer>>Hershey and Blanchard's Situational Leadership m m m m
Leaders change the situation to make it more more "favorable", more likely to prod
m m m m m m m m m m m m m
uce good outcomes.
m m
"situation favorableness" occurs when:
m m m
- leader-member relationships are strong
m m m m
-task structure and requirements are clear
m m m m m
-the leader can exert the necessary power to reach a group's goals -
m m m m m m m m m m m m
answer>>Fielder's Contingency Theory m m
This theory emphasizes the leader's role in coaching and developing follower's c
m m m m m m m m m m m
ore competencies. The leader performs the behavior needed to help employees
m m m m m m m m m m
mstay on track towards their goals. This involves addressing different employee
m m m m m m m m m m m
needs:
Directive—
Help the employee understand the task and its goal. Supportive—
m m m m m m m m m
Try to fulfill employee's relationship needs.
m m m m m
Achievement—Motivate by setting challenging goals. m m m m
Participative—
Provide more control over work and leverage group expertise through participat
m m m m m m m m m m
ive decision making. -answer>>Path-Goal Theory
m m m m
,Leaders are not appointed but emerge from the group, which chooses the leader ba
m m m m m m m m m m m m m
sed on interactions. -answer>>Emergent Theory
m m m m
- The formal aspects of an organization are usually documented in the organiza
m m m m m m m m m m m
tion's charts, policies and in announcements and handbooks, and in the org's r
m m m m m m m m m m m m
eports to stakeholders. They are easier to see and can be slower to change tha
m m m m m m m m m m m m m m
n elements of an org's informal structure. -
m m m m m m m
answer>>Formal organization features m m
- Learned by observing how people behave, communicate and interact with eac
m m m m m m m m m m
h other.
m
- Example: Who people interact with and the nature of their interactions.
m m m m m m m m m m
- Often based on interpersonal relationships that are complex and subtle and ca
m m m m m m m m m m m
n change frequently. -answer>>Informal organization features
m m m m m
"Bureaucratic black belts"- m m
m know the system well and how to make things happen. "Tugboat pilots" -
m m m m m m m m m m m m
have good political instincts
m m m
"Benevolent bureaucrats"- are willing to partner but have their own agendas
m m m m m m m m m m
"Wind surfers"-are willing to partner but only to share in any successes. -
m m m m m m m m m m m m
manswer>>Kelly and Medina's ally theories m m m m
- Employees' ability to make decisions that affect their work
m m m m m m m m
- Employees' sense of responsibility to the organization or team
m m m m m m m m
- The standards employees seek to meet or exceed.
m m m m m m m
, - Employees' belief that they will be rewarded for their work
m m m m m m m m m
- An understood mission and shared values
m m m m m
- A feeling of commitment to a shared goal. -answer>>Leadership styles affect:
m m m m m m m m m m
- Coercive: The leader imposes a vision or solution on the team and demands th
m m m m m m m m m m m m m
at the team follow this directive.
m m m m m
Authoritative: The leader proposes a bold vision or solution and invites the tea
m m m m m m m m m m m m
m to join this challenge
m m m m
- Affiliative: The leader creates strong relationships with and inside the tea
m m m m m m m m m m
m, encouraging feedback. The team members are motivated by loyalty.
m m m m m m m m m
- Democratic: The leader invites followers to collaborate and commits to acting
m m m m m m m m m m m
by consensus.
m
- Pacesetting: The leader sets a model for high performance standards an
m m m m m m m m m m
d challenges followers to meet these expectations.
m m m m m m
- Coaching: The leader focuses on developing team members' skills, believing th
m m m m m m m m m m
at success comes from aligning the organization's goals with employees persona
m m m m m m m m m m
l and professional goals. -answer>>Daniel Goleman's Leadership
m m m m m m
legitimate, reward, coercive, expert, referent -answer>>Types of power
m m m m m m m
o Created formally-
m m
mthrough a title or position in the hierarchy that is associated with the rights of l
m m m m m m m m m m m m m m m
eadership.
can save time in decision making and focus on goals
m m m m m m m m m
May be insufficient if leader is not also competent and effective at leading. -
m m m m m m m m m m m m m
answer>>legitamate power
m m
m m m m
theory of motivation holding that people are naturally lazy and uncooperative -
m m m m m m m m m m m
manswer>>Theory X m
a leadership theory that suggests that leaders have innate qualities and charact
m m m m m m m m m m m
eristics that others cannot acquire.
m m m m
sometimes referred to as the "great man theory" -answer>>Trait Theory
m m m m m m m m m
Leadership involves managing: m m
People
m Tasks.
5 types of Managers
m m m
-country club managers (low task, high relationship)
m m m m m m
-Impoverished leader (low task, low relationship)
m m m m m
-Authoritative leader (High task, low relationship)
m m m m m
- Middle-of-the-road (midpoint on both task& relationship)
m m m m m m
-Team leaders (High task, High relationship) -answer>>Blake-Mouton Theory
m m m m m m m
propose that the effectiveness of a particular style of leader behavior depends o
m m m m m m m m m m m m
n the situation. Leaders can flex their behaviors to meet the needs of the situat
m m m m m m m m m m m m m m
ion.
-answer>>Situational Theories m
,Leaders adapt their behaviors to meet the evolving needs of their team.
m m m m m m m m m m m
-considers talks and relationship behavior
m m m m
-includes: telling, selling, participating, and delegating -
m m m m m m
answer>>Hershey and Blanchard's Situational Leadership m m m m
Leaders change the situation to make it more more "favorable", more likely to prod
m m m m m m m m m m m m m
uce good outcomes.
m m
"situation favorableness" occurs when:
m m m
- leader-member relationships are strong
m m m m
-task structure and requirements are clear
m m m m m
-the leader can exert the necessary power to reach a group's goals -
m m m m m m m m m m m m
answer>>Fielder's Contingency Theory m m
This theory emphasizes the leader's role in coaching and developing follower's c
m m m m m m m m m m m
ore competencies. The leader performs the behavior needed to help employees
m m m m m m m m m m
mstay on track towards their goals. This involves addressing different employee
m m m m m m m m m m m
needs:
Directive—
Help the employee understand the task and its goal. Supportive—
m m m m m m m m m
Try to fulfill employee's relationship needs.
m m m m m
Achievement—Motivate by setting challenging goals. m m m m
Participative—
Provide more control over work and leverage group expertise through participat
m m m m m m m m m m
ive decision making. -answer>>Path-Goal Theory
m m m m
,Leaders are not appointed but emerge from the group, which chooses the leader ba
m m m m m m m m m m m m m
sed on interactions. -answer>>Emergent Theory
m m m m
- The formal aspects of an organization are usually documented in the organiza
m m m m m m m m m m m
tion's charts, policies and in announcements and handbooks, and in the org's r
m m m m m m m m m m m m
eports to stakeholders. They are easier to see and can be slower to change tha
m m m m m m m m m m m m m m
n elements of an org's informal structure. -
m m m m m m m
answer>>Formal organization features m m
- Learned by observing how people behave, communicate and interact with eac
m m m m m m m m m m
h other.
m
- Example: Who people interact with and the nature of their interactions.
m m m m m m m m m m
- Often based on interpersonal relationships that are complex and subtle and ca
m m m m m m m m m m m
n change frequently. -answer>>Informal organization features
m m m m m
"Bureaucratic black belts"- m m
m know the system well and how to make things happen. "Tugboat pilots" -
m m m m m m m m m m m m
have good political instincts
m m m
"Benevolent bureaucrats"- are willing to partner but have their own agendas
m m m m m m m m m m
"Wind surfers"-are willing to partner but only to share in any successes. -
m m m m m m m m m m m m
manswer>>Kelly and Medina's ally theories m m m m
- Employees' ability to make decisions that affect their work
m m m m m m m m
- Employees' sense of responsibility to the organization or team
m m m m m m m m
- The standards employees seek to meet or exceed.
m m m m m m m
, - Employees' belief that they will be rewarded for their work
m m m m m m m m m
- An understood mission and shared values
m m m m m
- A feeling of commitment to a shared goal. -answer>>Leadership styles affect:
m m m m m m m m m m
- Coercive: The leader imposes a vision or solution on the team and demands th
m m m m m m m m m m m m m
at the team follow this directive.
m m m m m
Authoritative: The leader proposes a bold vision or solution and invites the tea
m m m m m m m m m m m m
m to join this challenge
m m m m
- Affiliative: The leader creates strong relationships with and inside the tea
m m m m m m m m m m
m, encouraging feedback. The team members are motivated by loyalty.
m m m m m m m m m
- Democratic: The leader invites followers to collaborate and commits to acting
m m m m m m m m m m m
by consensus.
m
- Pacesetting: The leader sets a model for high performance standards an
m m m m m m m m m m
d challenges followers to meet these expectations.
m m m m m m
- Coaching: The leader focuses on developing team members' skills, believing th
m m m m m m m m m m
at success comes from aligning the organization's goals with employees persona
m m m m m m m m m m
l and professional goals. -answer>>Daniel Goleman's Leadership
m m m m m m
legitimate, reward, coercive, expert, referent -answer>>Types of power
m m m m m m m
o Created formally-
m m
mthrough a title or position in the hierarchy that is associated with the rights of l
m m m m m m m m m m m m m m m
eadership.
can save time in decision making and focus on goals
m m m m m m m m m
May be insufficient if leader is not also competent and effective at leading. -
m m m m m m m m m m m m m
answer>>legitamate power
m m
