-extent to which a leader is likely to define and structure his and others' role in search for goal attainment

-how much do they organize shit

-how likely a leader is to have job relationships characterized by mutual trust, respect, and regard 

-empathetic

-emphasizes interpersonal relations, and takes personal interests

-hand in hand with consideration

-emphasizes technical or task aspects of the job

-hand in hand with intiating structure

LPC

Least Preferred Coworker questionaire

-low LPC: Task oriented

-high LPC: Relationship oriented

-leader-member relations

-task structure

-position power

-degree to which job assignments are procedurized

(structured vs. unstructured)

-degree of influence leader has over power variables 

-hiring, firing, discipline, salary increases...

In situations of 

high/low control: ____a____-oriented leaders are better

medium control:_____b____-oriented leaders are better

a) task

b) relationship

2 Ways to improve leader effectiveness

(Fiedler's Model)

change the ledaer to fit the situation

change the situation to fit the leader

Situational Leadership Theory

-focus on followers

-unable and unwilling: clear and pecific directions

-unable and willing: high task orientation and high relationship orientation

-able and unwilling: supportive and participative style

-able and willing: nothing

-leader must reduce roadblocks to allow followers to succeed

-directive leadership is redundant if employees are experienced or have high ability

-Supportive leadership works if tasks are structured

-Directive leadership yields greater satisfaction if tasks are unstructured

Leader-Participation Model

Leader-Member Exchange Theory

-supports leader's creation of in-groups

-in groups have higher performance ratings, less turnover, greater job-dissatisfaction

-have a vision

-willing to take on high personal risk

-empathetic

-unconventional behavior

Charismatic Leadership Theory

How charismatic ledaers influence followers

-vision: long term strategy for attaining goals

-vision statement: formal articulation of vision

-set an example through words and actions

-emotion-inducing unconventional behavior

-

1)high stress and uncertainty

2)high levels of organization

3)in a crisis

Transactional Leaders

a) transactional 

b) transformational

-laissez-faire

-management by exception

-contingent reward

Transformational Leadership Behaviors

(all begin with I)

-Individualized consideration

-intellectual stimulation

-inspirational motivation

-Idealized influence

-leaders who know who they are 

-act on values openly

-followers believe they are ethical

Advantages and Disadvantages

of Team Structures

Pros

-employees involved and empowered

-reduced barriers among functional areas

Cons

-No clear Chain of Command

-Pressure on teams to perform

-organizational structure that assigns specialists from different functional departments to work on one or more projects

-workers return to functional area after complete

-organizational structure in which employees continuously work on projects

-workers move on to another project once the first is completed

Advantages vs. Disadvantages

of Matrix-Project Structures

Pros

-fast decision making

-flexible to respond to environmental changes

Cons

-Complexity of assigning people to projects

-Task and Personality Conflicts

Advantages vs. Disadvantages 

of Boundaryless Structure

-Highly flexible and responsive

-utilizes talent where found

Cons

-Lack of Control

-Communication Difficulties

Advantages vs. Disadvantages 

of Learning Organization

Pros

-sustainable source of competitive advantage

-sharing of knowledge

Cons

-Employees reluctant to share knowledge (fear of losing power)

-Large number of experienced employees on verge of retiring

Advantages vs. Disadvantages

of Collaboration

Pros

-increased communication

-greater innovative output

-ability to address complex problems

-sharing of best practices

Cons

-potential interpersonal conflict

-different views and competing goals

-logistics of coordinating

-Cross-functional Teams

-Task Force

-Communities of Practice

Task Force

-temporary committee or team formed to tackle a specific short-term problem affecting several departments

-TEMPORARY

Communities of Practice

-groups of people who share a concern, a set of problems, or passion about a topic

-interact on ongoing basis to deepen knowledge

External Collaboration Structures

-Open Innovation

-Strategic Partnerships

Strategic Partnerships

1. integrity: thruthfulness (practicing what you preach)

2. Benevolence: keeps others interests at heart

3. Ability: capable of getting job done

-risk taking

-information sharing

-more effective groups

-increased productivity

-leadership is merely an attribution that people make about other individuals

-heroes and geniuses when organization does well

-villains when organization does poorly

-focuses on appearence of leader rather than actual accomplishments

-attributes that can replace the need for a leader's support or ability to create structure

-ex. experience and training substitutes need for task-oriented leadership

-attributes that make it impossible for leader behavior to make any difference to follower outcomes

-ex. indifference to rewards neutralizes need for relationship(and task)-oriented leadership

-capacity A has to influence behavior of B so B acts according to A's wishes

-capacity: can have power and not use it (potential)

-B's relationship to A when A possesses something that B requires

-based on alternatives and importance of each alternative

-power is based on dependency (doesn't have to have similar goals

-Leadership requires congruence of goals

-Leaders use power to attain goals

-Coercive Power

-Reward Power

-Legitimate Power

-power that is based on fear of a negative outcome

-pain, frustration, controlling basic physiological or safety needs

-opposite of coercive power

-power based on belief of a positive outcome

-pay rates, raises, bonuses

-power based on position in formal heirarchy of organization

-principals, army captains, etc.

-Expert Power 

-Referent Power

-power based on special skills or knowledge

-doctor, accountant

-power based on identification with a person who has desirable traits or resources

-power comes from other trying to please you because they like you

-sports endorsements

-resources you control are 

important

scarce

nonsubstitutable

-legitamacy: using rank

-rational persuasion: using logic and factual evidence

-Inspirational Appeals:appealing to targets needs, hopes, and admiration

-consultation:involving target in decisions

-exchange: rewarding with benefits or favors

-personal appeals: compliance based on friendship or loyalty

-ingratiation:flattery, praise

-pressure: warnings, demands, threats

-coalitions:using others to persuade

-rational persuasion

-inspirational appeals

-consultation

-legitimate:everyday normal politics

ex. complaining to supervisor, forming coalitions

-illegitimate: extreme political behavior that violates "rules of the game"

ex. sabatoge, whistle-blowing

-more influential than individual characteristcs

-declining resources, role ambiguity, low job security influence politicking

Impressions Management

-how individuals attempt to control the impression others form of them

-conflict can be positive 

-some conflict is absolutely necessary for a group to perform effectively

conflict related to content and goals of work

a) sometimes functional

b)almost always dysfunctional

1. Potential opposition 

2. Cognition and personalization

3. Intentions

4. Behavior

5. Outcomes

PCIBO

-3 sources of conflict

1. Communication: misunderstandings, "noise", too little or too much communication

2.Structure: jurisdictional clarity, goal compatibility

3. Personal Variables: personality, emotions, values

-parties decide what the conflict is about

-potential for opposition is actualized 

decisions to act in a given way

-intentions and behavior differ

-satisfy your own interests regardless on impact of the other

assertive, uncooperative

-both parties to satisfy concerns of other

assertive, cooperative

desire to withdraw or supress a conflict

unassertive,uncooperative

placing other's interests before yours

unassertive, cooperative

each party in conflict is willing to give up something

incomplete satisfaction on both parties

-conflict becomes visible

-statements, actions, and reactions of conflict

two or more parties exchange resources and agree on an exchange rate

process of allocating scare resources

win-lose situation

negotiation to divide fixed amount of resources

win-win situation

negotiation to make both parties happy

1. Preparation and Planning

2. Definition of Ground Rules

3. Clarification and Justification

4. Bargaining and Problem Solving

5. Closure and Implementation

Best Alternative to a Negotiated Agreement

-least you should accept

neutral third party, skilled in conflict management, who facilitates creative problem solving through communication and analysis

-get the parties to share knowledge and get along rather than provide solution

-factors and forces outside the organization that affect its performance

-economic

-global

-political

-sociocultural

-demographics