ADM 2336 Chapter Notes - Chapter 13: Job Satisfaction, Passive Management, Transactional Leadership
5 Jun 2018
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Chapter 13: Leadership Styles and Behaviours
● Leadership: use of power and influence to direct the activities of followers toward goal
achievement
○ Determines commitment to key goals,
○ Leaders may be judged by objective evaluations of unit performance, ex. Market
share
○ Or judged on subjective basis - followers, absenteeism, retention of talented
employees
● Leader-member exchange theory: leader member relationships develop over time on a
dyadic basis
○ New leader-member relationships are marked by a role-taking phase - manager
describes role expecations to an employee and the employee attempts to fulfill
those expectations with their job behaviours
○ Role making - employees own expectations of the dyad get mixed with the
leaders
■ Leader offers more opportunities and resources and the employee
contributes more activities and effort
○ High quality exchange dyad: frequent exchange of information, influence,
support. They are from the leaders “ingroup” and are characterized by high levels
of communication, mutual trust…
○ Low quality exchange dyad: limited exchange of info, influence, latitude, support
and attention. They are from the leaders “outgroup” and are characterized by
lower levels of communication, mutual trust, respect and obligation
Why are some leaders more effective than others?
● Leader effectiveness: degree to which leaders actions result in the achievement of the
units goals, the continued commitment of units employees and the development of
mutual trust, respect and obligation in leader-member dyads
● Leader emergence: the process of becoming a leader in the first place
○ Traits are better predictors of this than leader effectiveness
● Focus on leader traits has less relevance than leader actions
Leader decision making styles
● Decision making style captures how a leader decides as opposed to what a leader
decides
● Autocratic style: leader makes the decisions alone without asking for opinions or
suggestions of the employees in the work unit
○ Employees may provide information but are not asked to generate or evaluate
potential solutions
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● Consultative style: leader presents the problem to individual employees or a group of
employees asking for their opinions and suggestions before ultimately making the
decision himself
○ Employees have a say in the process but the ultimate authority still rests with the
leader
● Facilitative style: leader presents a problem to a group of employees and seeks
consensus on a solution, making sure that his or her own opinion receives no more
weight than anyone elses
○ Leader is more facilitator than decision maker
● Delegative style: the leader gives an individual employee or a group of employees
responsibility for making the decision within some set of specified boundary conditions
● When are the styles most effective?
○ Factors that affect which style to pick:
■ Quality of the resulting decision - making the best decision is the ultimate
means of judging the leader
■ Allowing employees to participate in decision making increases job
satisfaction
● Helps develop employees decision making skills
○ Time driven model of leadership: A leadership model in which the focus shifts
away from autocratic, consultative, facilitative, and delegative leaders to
autocratic, consultative, facilitative, and delegative situations, and in which
several factors combine to make some decision-making styles more effective in a
given situation and others less effective
■ Decision significance: is the decision significant to the success of the
project or org?
■ Importance of commitment: is it important that employees buy into the
decision
■ Leader expertise: does the leader have significant knowledge or expertise
regarding the problem
■ Likelihood of commitment: how likely is it that employees will trust the
leaders decision to commit to it
■ Shared objectives: do employees share and support the same objectives
or have their own agenda
■ Employee expertise: do the employees have specific knowledge or
expertise regarding the problem
■ Teamwork skills: do employees have the ability to work together and
solve problems or will they struggle with conflict
○ Delegative styles should be reserved for when employees have strong teamwork
skills and not likely to commit blindly to whatever the leader says
○ Autocratic styles when the leader expertise is high and they are trusted
○ Deciding between the other 2 styles is more complex
Day-to-Day leadership behaviours
find more resources at oneclass.com
find more resources at oneclass.com
Document Summary
Leadership: use of power and influence to direct the activities of followers toward goal achievement. Leaders may be judged by objective evaluations of unit performance, ex. Or judged on subjective basis - followers, absenteeism, retention of talented employees. Leader-member exchange theory: leader member relationships develop over time on a dyadic basis. New leader-member relationships are marked by a role-taking phase - manager describes role expecations to an employee and the employee attempts to fulfill those expectations with their job behaviours. Role making - employees own expectations of the dyad get mixed with the leaders. Leader offers more opportunities and resources and the employee contributes more activities and effort. High quality exchange dyad: frequent exchange of information, influence, support. They are from the leaders ingroup and are characterized by high levels of communication, mutual trust . Low quality exchange dyad: limited exchange of info, influence, latitude, support and attention.
