Textbook Notes (367,816)
Canada (161,427)
York University (12,778)
ORGS 1000 (52)
Chapter 12

Leadership Styles and Behaviours - Chapter 12.docx

5 Pages
Unlock Document

Organization Studies
ORGS 1000
Frank Miller

Leadership Styles and Behaviours - Leadership: use of power and influence to direct activities of followers toward goal achievement; can affect followers’ interpretation of events, organization of work activities, commitment to key goals, relationships with others and access to cooperation and support - Unit-Focused Approach: asks all members of the unit to fill out surveys, then averages responses to get measure of leader effectiveness - DYAD-Focused Approach: ask members of the unit to fill out surveys in reference to particular relationship with the leader. Differences across people indicate differentiation into “in-groups” and “out-groups” within the unit - Leader-member exchange theory: describes how leader-member relationships are developed over time on a dynamic basis - Role taking: phase in a leader-follower relationship when a leader provides an employee with job expectations and the follower tires to meet hose expectations - Role making: phase in a leader-follower relationship when a follower voices his/her own expectations for the relationship; results in free-flowing exchange of opportunities and resources for activities and effort - High quality exchange: frequent one on one exchanges of information between leader and member, mutual influence, support and attention - Out-groups: characterized by lower levels of communication, trust, respect and obligation Why Some Leaders are More Effective than Other - Leader effectiveness: degree to which the leader`s actions result in achievement of unit`s goals, continued commitment of employees and development of trust, respect and obligation in leader-member dyads - Leader emergence: process of becoming a leader in the first place Characteristic Linked to Linked to Effectiveness Emergence High Yes No Conscientiousnes s Low Yes No agreeableness Openness to Yes Yes experience Extraversion Yes Yes Cognitive ability Yes Yes Energy level Yes Yes Stress tolerance Yes Yes Self-confidence Yes Yes Low neuroticism No No Leader’s Decision – Making Styles - Decision making style reflects the process the leader uses to generate and choose from set of alternatives to solve a problem; captures how a leader decides - Important to recognize whether a leader takes all decisions by themselves or involves others in the process as well Autocratic - Leader makes the decision alone without asking for opinions or suggestions of the employees - Employees may provide information but are not asked to provide solutions or suggestions o Example: professors deciding which topics to read and weighting of assignments and exams without consulting the students Consultative - Leader presents problem to employees asking for their opinions and suggestion before making the decision by himself Facilitative - Leader presents the problem to a group of employees and seeks consensus on a solution, making sure their own opinion receives equal weight as compared to those of other employees - Leader becomes a facilitator rather than decision maker in this approach Delegative - Leader gives employees responsibility for making the decisions within some set of specified boundaries - Leader provides necessary resources and encouragement - Example: Nike finds people that care about the product/company and let them handle the details When Are Styles Most Effective? - Allowing employees to participate in decision making activities increase job satisfaction - Essential to consider quality of the resulting decision to determine which style is best - Many employees consider meetings as interruptions in their work - Time driven model of leadership: suggests that importance of the decision, expertise of the leader and competence of the followers combine to make some decision-making styles more effective than others in a given situation Seven factors influencing decision making: decision significance, importance of commitment, leader expertize, likelihood of commitment, shared objectives, employees expertise and teamwork skills - Autocratic: reserved for decisions that rare insignificant or for which employee commitment is unimportant; leader expertise must be high and high level of trust should exist - Delegative: reserved for situations where employees have strong team work skills and are not going to solely commit to whatever the leader says Day-to-Day Leadership Behaviours - Leaders engage in mix of initiating, organizing, producing, socializing, integrating, communicating, recognizing and representing behaviours Initiating Structure - Pattern of behaviour where the leader defines and
More Less

Related notes for ORGS 1000

Log In


Join OneClass

Access over 10 million pages of study
documents for 1.3 million courses.

Sign up

Join to view


By registering, I agree to the Terms and Privacy Policies
Already have an account?
Just a few more details

So we can recommend you notes for your school.

Reset Password

Please enter below the email address you registered with and we will send you a link to reset your password.

Add your courses

Get notes from the top students in your class.