The document discusses concepts related to motivation, leadership, groups, and teams. It covers topics like leadership theories including Fiedler's contingency theory, path-goal theory, and situational leadership theory. It also discusses the differences between leaders and managers, leadership traits and behaviors, decision making theories, and types of charismatic leadership.

1. Unit 8A: Motivation, Leadership, Groups and Teams

5. Leaders versus Managers MANAGERS Do things right Status quo Short-term Means Builders Problem solving LEADERS Do the right thing Change Long-term Ends Architects Inspiring & motivating

6. Leadership Traits Leadership Traits Desire to Lead Honesty and Integrity Drive Self- Confidence Emotional Stability Cognitive Ability Knowledge of the Business

7. Leadership Behaviors Initiating Structure The degree to which a leader structures the roles of followers by setting goals, giving directions, setting deadlines, and assigning tasks. Consideration The extent to which a leader is friendly, approachable, and supportive and shows concern for employees.

8. Blake/Moulton Leadership Grid 1,9 Country Club Management 9,9 Team Management 1,1 Impoverished Management 9,1 Authority-Compliance 5,5 Middle of the Road 5,5 1 2 3 4 5 6 7 8 9 1 2 3 4 5 6 7 8 9 Concern for People Concern for Production High Low Low High

9. Putting Leaders in the Right Situation: Fiedler’s Contingency Theory Group Performance = Leadership Style Situational Favorableness

11. Path-Goal Theory Path-Goal Theory A leadership theory that states that leaders can increase subordinate satisfaction and performance by clarifying and clearing the paths to goals and by increasing the number and kinds of rewards available for goal attainment. assumptions Clarify paths to goals Clear paths to goals by solving problems and removing roadblocks Increase the number and kinds of rewards available for goal attainment Do things that satisfy followers today or will lead to future rewards or satisfaction Offer followers something unique and valuable beyond what they’re experiencing

14. Adapting Leadership Behavior Worker Readiness Leadership Styles Hersey and Blanchard’s Situational Leadership Theory R4 R3 R2 R1 Confident, willing , able Insecure, not willing, able Confident, willing, not able Insecure, not able, not willing Telling (R1) Selling (R2) Participating (R3) Delegating (R4) high task behavior, low relationship behavior high task behavior, high relationship behavior low task behavior, high relationship behavior low task behavior, low relationship behavior

15. Normative Decision Theory Decision Styles Decision Quality and Acceptance

16. Normative Decision Theory Decision Style Solve the problem yourself Obtain information. Select a solution yourself. Share problem, get ideas from individuals. Select a solution yourself. AI AII CI Share problem with group, get ideas. Make decision, which may or may not reflect input. Share problem with group. Together tries to reach a solution. Leader acts as facilitator. CII GII Leader solves the problem or makes the decision Leader accepts any decision supported by the entire group

22. Ethical Charismatic Leaders Exercising Power Power is used to serve others Creating the vision Followers help develop the vision Communicating with followers Two-way communication Accepting feedback Open to feedback Want followers to think and to questions the status quo Stimulating followers Developing followers Focus on developing followers Living by moral standards Three virtues: courage, sense of fairness, integrity Charismatic Leader Behaviors Ethical Charismatics

23. Unethical Charismatic Leaders Exercising Power Power is used to serve others Creating the vision Followers help develop the vision Communicating with followers Two-way communication Accepting feedback Open to feedback Want followers to think and to questions the status quo Stimulating followers Developing followers Focus on developing followers Living by moral standards Three virtues: courage, sense of fairness, integrity Charismatic Leader Behaviors Unethical Charismatics Power is used to dominate others Vision comes solely from the leader One-way communication, not open to input from others Prefer yes-men, punish candid feedback Don’t want followers to think, prefer uncritical acceptance of own ideas Insensitive to followers’ needs Follow standards only if they satisfy immediate self interests