WGU D370 Leadership Foundations

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248 terms Abigail_Vandever1 Preview Section 34 terms aza Practice questions for this set Learn1 / 7Study using Learn different situational factors can substitute, neutralize, or enhance leader behaviors Leadership1. is the process of influencing others to understand and agree about what needs to be done and how to do it and meet goals.Choose an answer 1Leader Substitutes Theory2The Path-goal Theory 3The Vroom Model4The Directive Model Don't know?

How to measure leadership effectiveness?* questionnaire

• case studies
• autobiographies
• experiments
• social networks
• genetics

Leadership Approach: Situational approachmeasures leadership effectiveness in terms of the contextual factors that influence a leader's behavior Leadership Approach: Trait Approachemphasizes attributes of leaders such as personality, motives, values, and skills Leadership Approach: Behavior ApproachFocuses on that tasks that the leaders perform on the job Leadership Approach: Power Influence approach explain leadership effectiveness in terms of the amount and type of power possessed by a leader and how power is exercised Leadership Approach: Situational Approachhow contextual factors (surrounding conditions and environment influence how leaders behave and how their behavior affects subordinate satisfaction (how happy or satisfied employees are) and how well they perform their tasks Leadership Approach: Values Based ApproachLeader's values that appeal to followers Leadership Processes: Intra-IndividualIndividual traits and skills are also used to explain a person's motivation to seek power and positions of authority Leadership Processes: Dyadicfocuses on the relationship between a leader and another individual who is usually a subordinate Leadership Processes: Groupfocuses on the relationship between the leader and the team Leadership Processes: Organizationalfocuses on the relationship between the leader and the organization Task-oriented behaviorprimarily concerned with accomplishing the goal in an efficient and reliable way

examples:

• Clarify work roles and task
• Assign tasks
• Plan activities

Relations Orientedprimarily concerned with increasing mutual trust, cooperation, job satisfaction, and identification with the team or organization.What is the difference between task oriented and relations oriented?Task-oriented focuses on goals, and relations-oriented focuses on the well being of the workers and the organization Path-Goal Style: Directiveallows leaders to transfer their experience and knowledge to provide clarity and guidance for team members to complete tasks.effective when there is a need for clarity and structure

Path-Goal Style: Supportiveleaders focus on the needs and preferences of employees Works best during stressful assignments or with stressful relationships

Path-Goal Style:Achievementleaders set challenging goals for employees

Path-Goal Style: Participativeinclude all members of the organization in decision making External leadershipInteractions with people outside the organization What are some external leadership behaviors?* Networking

• External Monitoring
• Representing

External Leadership Behaviors: Networkingbuilding and maintaining favorable relationships with peers, superiors, and outsiders who can provide desired information, resources, and political support External Leadership Behaviors: External Monitoring The leader actively scans and gathers information from outside the team or organization External Leadership Behaviors: Representinga leader acting as the spokesperson or advocate for the team or organization to external stakeholders What are the Task Oriented Behaviors?* Planning

• Clarifying
• Monitoring
• Problem solving

Task Oriented Behaviors: Planningdeciding what to do, how to do it, who will do it, and when it will be done Task Oriented Behaviors: Clarifying Roles and Objectives communication of plans, policies, and role expectations

Task Oriented Behaviors: Monitoring Operations and

Performance Getting information from the organization like progress,performance,quality, and success How does a leader monitor operations?- Observation of work operations

• Reading written reports
• Watching computer screen displays of performance data
• Inspecting the quality of samples of the work
• Holding progress review meetings with an individual

Task Oriented Behaviors: Solve Operational Problems Solving problems is part of managers day to day job. Bad stuff happens

How should you solve operational problems?* Prepare for problems to occur

• Learn warning signs of a problem
• Quickly identify the cause
• Look for connections among problems.
• Be direct and discuss the problem in a confident way.
• Keep people informed about the problem and inform what is being done to fix

it.

• Be willing to search for creative solutions

Relations-oriented behavior- Supporting

• Developing
• Recognizing

what are some things that can affect leaders' behavior? -Formal rules -Policies -Role expectations -Organizational values Situational variableis an enhancer if it increases the effects of leader behavior on a dependent variable, worker, etc.What is an example of a situational variable?people follow advice when they believe it comes from an expert and if you provide better coaching this happens.Situational Moderator Variable (Neutralizer)it decreases the effect of leader behavior on the dependent variable, worker, etc or it prevents any effect from occurring.Example of Neutralizerleader instruction in how to do a task has little effect on the performance of employees who already know how to do it.

Things that can affect outcomes:* Direct influence

• Mediating variable
• Substitute for Leadership
• Indirect Influence
• Relative Importance

Affect Outcomes: Direct InfluenceA situational variable can directly affect outcomes

ex: like how satisfied employees are or how well they perform

Stewart Model: Demandsrequired duties, activities, and responsibilities for someone in a managerial position Stewart Model: Constraintscharacteristics of the organization and external environment limiting what a manager can do Stewart Model: Choicesopportunities available to someone in a particular type of managerial position to determine what to do and how to do it