HROB Riolli Final Exam Study Guide

Topics: Leadership, Organizational culture, Sociology Pages: 8 (1534 words) Published: February 11, 2014
HROB 101
Final Study Guide

Chapter 12 – Leadership

Leadership – ability to influence a group in goal achievement Trait theories – identifying traits that differentiate effective leaders from non-leaders

Behavior Theories:

Ohio State – found two leadership behaviors, consideration and initiating-structure, but these two types of behaviors are independent dimensions 1. Consideration behavior –when the leader is concerned with the subordinates’ feelings and respecting subordinates’ ideas, characterized by mutual trust, two-way communication, and respect 2. Initiating-structure behavior – involves clearly defining the leader-subordinate roles so that subordinates know what is expected of them

University of Michigan – suggested that there are two fundamental types of leader behavior, job-centered and employee-centered (opposite sides of continuum)

Managerial Grid/Leadership Grid – provides a means for evaluating leadership styles and then training managers to move toward an ideal style of behavior. Horizontal axis represents concern for production and the vertical axis represents concern for people

Contingency Theories:

Fiedler’s Contingency model – suggests that a leader’s effectiveness depends on the situation

Leader Member Exchange theory – refers to the relationship between a leader and his followers. Situation is favorable for leading when relations are good. Favorable for leading when structure is high, situation is favorable for leading when power is high. 1. Relationship oriented leadership style

2. Task oriented leadership style

Path Goal Theory – theory which describes how leaders can motivate their followers to achieve group/organizational goals 1. Directive behavior – lets subordinates know what tasks need to be performed and how they should be performed 2. Supportive behavior – lets subordinates know that their leader cares about their well-being and is looking out for them 3. Participative behavior – enables subordinates to be involved in making decisions that affect them 4. Achievement-oriented behavior – pushes subordinates to do their best. Includes setting goals, expecting high performance, and expressing confidence.

New Topics in Leadership
1. Charismatic – self-confidence and enthusiasm which wins followers’ respect and support for his vision of how good things could be 2. Intellectual stimulation – helping followers become aware of problems in the group or organization, often from a new perspective 3. Developmental consideration- providing support and encouragement to followers and giving them opportunities to develop and grow on the job 4. Inspiration – high expectations and use of symbols to focus efforts

Chapter 14 – Power and Politics

Power – refers to a capacity that A has to influence the behavior of B, so that B does something that he would not otherwise do A capacity or potential
Function of dependency
Dependency – created by:
Importance: thing you control must be perceived as important Scarcity: resource must be perceived as scarce
Non-substitutability: more dependency is created when the resources has no substitutes

5 Bases of Power:
Coercive power – being dependent on fear i.e. A has coercive power over B if A can suspend B Reward power – people comply because doing so produces positive benefits, therefore, one who can distribute rewards will have power over others Legitimate power – represents the power a person receives as a result of his/her position in the formal hierarchy, broader than the power to coerce and reward, includes the acceptance of the authority of a position by other members Expert power – influence wielded as a result of expertise, special skill, or knowledge Referent power – base is identification with a person who has desirable resources or personal traits, gained through doing the right things and knowing the right people, and forming coalitions

Legitimate political behavior – normal, every-day politics, forming...
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