Management 363 Chapter 14

Use of power and influence to direct the activities of followers toward goal achievement

Argues that new leader-member relationships are typically marked by a role taking phase

A period in which a manager describes role expectations and an employee attempts to fulfill those expectations

The employee's own expectations for the dyad get mixed in with those of the leader

The degree to which the leader's actions result in the achievement of the unit's goals, the continued commitment of the unit's employees, and the development of mutual trust, respect, and obligation in leader-member dyads

Who becomes a leader in the first place

How well people actually do in a leadership role

Capture how a leader decides as opposed to what a leader decides

Leader makes the decision alone without asking for the opinions or suggestions of the employees in the work unit

Leader presents the problem to individual or group of employees asking for their opinions and suggestions before making the decision

Leader presents the 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 anybody else

Leader gives an individual or group of employees the responsibility for making the decision within some set of specified boundary conditions

Model suggest that seven factors combine to make some decision-making styles more effective in a given situation and other styles less effective

Reflects the extent to which the leader defines and structures the roles of employees in pursuit of goal attainment

Reflects the extent to which leaders create job relationships characterized by mutual trust, respect for employee ideas, and consideration of employee feelings