Individualized consideration when the leader behaves

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Chapter A2 / Exercise 6
Process Technology Troubleshooting
Thomas
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Individualized consideration: When the leader behaves in ways that help followers achieve their potential through coaching, development, and mentoring.’the leader spends time teaching and coaching’ 3 types of super bosses: iconoclasts, nurturers, and glorious bastards How Important is Leadership There are contexts in which the importance of leadership can be reduced
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Chapter A2 / Exercise 6
Process Technology Troubleshooting
Thomas
Expert Verified
o Substitutes for leadership model: A model that suggests that characteristics of the situations can constrain the influence of the leader, which makes it more difficult for the leader to influence employee performance. Substitutes: Situational characteristics that reduce the importance of the leader while simultaneously providing a direct benefit to employee performance. Ex: a cohesive work group can provide its own sort of governing behaviors, making the leader less relevant while providing its own source of motivation and job satisfaction Neutralizers: Situational characteristics that reduce the importance of the leader and do not improve employee performance in any way. Ex: spatial distance lessens the impact of a leaders behaviors and styles but distance itself has no direct benefit for employee job performance Application: Leadership training: Organizations can maximize the effectiveness of their leader by spending more time on training them o Many training programs focus on transformational leadership content and research suggest that those programs are effective
Chapter 15:Organizational Structure Organizational structure: Formally dictates how jobs and tasks are divided and coordinated between individuals and groups within the company. Why do Some Organizations Have Different Structures Than Others? Organizational chart: A drawing that represents every job in the organization and the formal reporting relationships between those jobs. Elements of organizational structure: There are 5 key elements of an organizations structure that describe how work tasks, authority relationships, and decision making responsibilities are organized within the company Work specialization: The degree to which tasks in an organization are divided into separate jobs. o Trade offs when organizations are high specialized: Cause organizations to lose the ability associated with employees who can be flexible in what they do and learn and practice other skills May struggle with employee job satisfaction since employees tend to be more satisfied with jobs that require them to perform a variety of tasks Chain of command: Answer to the question of “who reports to whom?” and signifies formal authority relationships. This helps streamline processes and have a leader Span of control: Represents how many employees each manager in the organization has responsibility for (narrow or wide span) o Narrow span control allows managers to be much more hands on with employees, giving them the opportunity to use directive styles while developing close mentoring relationships with employees; it is important when the manager is highly skilled compared to his employee; o

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