Chap 13

Leadership/333
Vison, Visionary leadership (5 principles)/324

Power (Reward power, coercive power, legitimate power) /325 326

Sources of power: expert, referent power/326
Power to influence: position power not enough to sustain needed influence > managerial power (4 things) / 327
Centrality/Criticality/Visibility p. 327

Ethics: Chester Barnard’s acceptance theory of authority >> 4 conditions determind whether a leader’s….. p. 327

Empowerment (give info, responsibility, athority, trust >> commitment, high-quality work) p 328
Max DePree of Herman Miller, Lorraine Monroe p 328

LEADERSHIP TRAITS AND BEHAVIORS

Leadership traits and behaviors / 329

Two dimensions of leadership styles: people/work / 330 >> team management (training) /330
Robert Blake, Jane Mouton p330
Classic leadership styles: autocratic, laissez-faire, democratic /331

CONTIGENCY APPROACHES TO LEADERSHIP

Fiedler’s contigency model : least-preferred coworker scale – LPC scale/ 331

Leadership sit determined by 3 contigency variables: quality of leader-member relations, degree of task
structure, amount of position power p 332
matching style and sit >>> 2 proposition p 332

Hersey-blanchard situational leadership model (diagram) / 333 (delegatin, participatin, selling, telling)
Robert House’s path-goal leadership theory/ 334 ( directive, supportive, achievement0oriented, participative)
Contigencies: follower characteristics, work environment characteristics
e.g: Job assignments/ worker self-confidence/ performance incentives /335

Substitutes for leadership/ 335 (subordinate, task, organizational characteristics)

Vroom-jago leader-participation model is to help leader choose decision-making method / 335

Choices are: Authority, consultative, group decision/336
Key rules based on: decision quality, acceptance, time/336

TRANSFORMATIONAL LEADERSHIP (INSPIRATIONAL) P 337 >> qualities (vision, charisma, symbolism,

empowerment, intellectual stimulation, integrity)
TRANSACTIONAL LEADERSHIP (SYTEMATICALLY)

CURRENT ISSUES INLEADERSHIP DEVELOPMENT

emotional intelligence (Daniel Goleman), critical components (self-awareness, self-regulation, motivation,
empathy, social skill) p 339 340

Gender p 340
Women: interactive leadership
Men: directive. Assertive behaviors, position power
Rosabeth Moss Kanter

Drucker’s old-fashioned leadership (3 building block) p 341

Moral leadership p 342, integrity

John W. Gardner p , Fred Luthans: authentic leadership

CHAP 14
MOTIVATION
Extrinsic/Intrinsic reward p351
Ways to link rewards and performance p 352

CONTENT THORIES OF MOTIVATION p354

Hierarchy of needs – Maslow: lower-order needs, higher-order needs
uses 2 rinciples: deficit and progression p 353
ERG theory – Clayton Alderfer: existence, relatedness, growth needs
frustration-regression principle
Two-factor theory – Frederick Herzberg: satsfier and hygiene factors p 355
2 important aspects : job content, job context
Acquired needs theory
- David McClelland: TAT, need for achievement/power/affiliation
associates each need with a distinct set of work preferences p 356
2 forms of power need: personal/social

PROCESS THEORIES OF MOTIVATION

Equity theory p 359
Expectency theory – Victor Vroom: motivation depends on the rlts btw 3 expectancy factors (expectancy,
instrumentality, valence) p360 >> M – E x I x V >> managers need to act in 3 ways (p 361)
Goal-setting theory – Edwin Locke: work together right >> keys (goal specificity/difficulty/
acceptance/commiment) p 362 >> e.g: MBO (chap 8)
How to make goal setting work for you p363

REINFORCEMENT THEORY OF MOTIVATION – E.L. Thorndike >> law of effect p 363

Reinforcement strategies( + /-/punishment/extinction) p 364
B.F. Skinner popularized “operant conditioning”
*Positive reinforcent: law of contigent/immediate reinforcement
shaping
timing: continuouse/ intermittent reinforcement schedule p365
*Punishment p 366
Ethical issues

MOTIVATION IN THE NEW WORKFORCE

Merit payp368
A variety of incentive compensation systems p 369
Pay for knowledge: skills-based pay
 Bonus pay: lum-sum payments, no increase in wages
Profit sharing
Gain Sharing: Scanlon plan
Employess stock ownership: stock options

CHAP 15

UNDERSTANDING PEOPLE AT WORK

Organizational behavior
major foundations p379
person-job fit p380
Psychological contracts (contributions, inducements)
Work and the quality of life (QoworkLife) p 381
Personality traits: big 5 per.tr. (extroversion/agreeableness/conscientiousness/emotional stability/openness) p 382
locus of control (fate believers or not) >> internals (selfconfident..) and externals
authoritarianism p383
machiavellianism: high-mach/low-mach
problem-solving styles – carl jung: info by thinking or feeling
self-monitoring

WORK ATTITUDES AND BEHAVIOR

attitude: 3 components (conitive, affective/emotional, behavioral) p 384
cognitive dissonance
job stisfaction p385, strong rlts w absenteeism and turnover
job involvement, organizational commitment
job performance p 386 >>> performance = ability x support x effort

JOB DESIGN ALTERNATIVES

Job/ job design p 388
scientific management: job simplification (high specialization): narrow in job scope > most extreme: automation
job rotation (diff. dept), enlargement (horizontal loading >>>diff. sectors): both moderate specialization
job enrichment – Frederick Herzberg: job scope + job depth (low specialization, same sector, diff. work)

DIRECTIONS IN JOB ENRICHMENT

5 core job characteristics p 391 – J. Richard Hackman
job satisfaction, performance be influenced by 3 psychological states
growth-need strength
5 ways to improve the core characteristics p 392
sociotechnical system

ALTERNATIVE WORK ARRANGEMENTS

compressed workweek p 393
Flexible working hours, job sharing, telecomuting, par-time work (contigency workers)

CHAP 16
TEAMS IN ORGANIZATIONS
social loafing p 406
meeting failure, synergy p 407, usefulness of teams p 408
formal, informal group p 408

TRENDS IN THE USE OF TEAMS

committees, project teams and task forces, cross-functional teams p 409
employee involvement team, quality circle, virtual teams, self-managing teams p 410

HOW TEAMS WORK

effective team p 413
group inputs( nature of the task, organizational setting, team size, membership characteristics)
group process, team effectiveness equation = quality of inputs +(process gains – process losses)
challenge:team diversity p 415
stages of team development p415
norms and cohesivness p 418
task activites, maintemance activities p 419 >> dysfunctional activities p 420
communication networks p420
decentralized (all-channel/ star communication)
centralized (wheel/ chain communication/restricted communication)

DECISION MAKING IN TEAMS (by minority/majority rule decsion making, pros n cons p423)
groupthink- Irving Janie, symtoms p 424,how to avoid it p425
brainstorming, nominal group technique

LEADING HIGH-PERFORMANCE TEAMS

team building p 426, success factors p 428, successful team leaders p 429

CHAP 17

THE COMMUNICATION PROCESS

communication p 437
effective/efficient communication
persuasion, credibility p 438
communication barriers p 439: noise, communication channels (spoken, written),…
nonverbal communication, mixed message p 441
status effects: filtering p442

IMPROVING COMMUNICATION
active listening, constructive feedback guidelines p444
channel richness, interactive management - MBWA

Use of space, technology utilization p 446 447

valuing culture and diversity (ethnocentrism (–) )

PERCEPTIONAND ATTRIBUTION
attribution error p448, self-serving bias p449
stereotype p448, hallo effect, selective perception, projection p 450
CONFLICT substantive/emotional & functional, dysfunctional & causes p 451
how to deal with it
management styles >> lose-lose/win-lose/win-win conflict P454

NEGOTIATION (distributive/ principled/integrated) p 455

goals & approach p 454
Roger Fisher, William Ury : rules for negotiation, BATNA p 455
bargaining zone, max/min reservation p456
problems negatiating
mediation/arbitration , alternative dispute resolution