which of the following behaviors is classified as a consideration behavior?
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Behavioral Approaches to Leadership – Organizational Behavior
BEHAVIORAL APPROACHES TO LEADERSHIP
What are the behavioral perspectives on leadership?
The nearly four decades of research that focused on identifying the personal traits associated with the emergence of leaders and leader effectiveness resulted in two observations. First, leader traits are important—people who are endowed with the “right stuff” (drive, self-confidence, honesty, and integrity) are more likely to emerge as leaders and to be effective leaders than individuals who do not possess these characteristics. Second, traits are only a part of the story. Traits only account for part of why someone becomes a leader and why they are (or are not) effective leaders.
Still under the influence of the great man theory of leadership, researchers continued to focus on the leader in an effort to understand leadership—who emerges and what constitutes effective leadership. Researchers then began to reason that maybe the rest of the story could be understood by looking at what it is that leaders do. Thus, we now turn our attention to leader behaviors and the behavioral approaches to leadership.
It is now common to think of effective leadership in terms of what leaders do. CEOs and management consultants agree that effective leaders display trust in their employees, develop a vision, keep their cool, encourage risk, bring expertise into the work setting, invite dissent, and focus everyone’s attention on that which is important.
K. Labich, 1988, 58–66.
William Arruda, in a Fortune article, noted that “organizations with strong coaching cultures report their revenue to be above average, compared to their peer group.” Sixty-five percent of employees “from strong coaching cultures rated themselves as highly engaged,” compared to 13 percent of employees worldwide.”
C. Williams. 2017 (June 23). Leadership: Coaching has a Role to Play in Business. Central Penn Business Journal. http://www.cpbj.com/article/20170623/CPBJ01/170629935/leadership-coaching-has-role-to-play-in-business
Jonathan Anthony calls himself an intrapreneur and corporate disorganizer, because same-old, same-old comms practices are dying in front of our eyes.
J. Anthony. 2017. This Much We Know. (Accessed August 4, 2017). https://thismuchweknow.net/2016/09/21/10-ideas-and-concepts-that-describe-me-really-well/
Apple founder Steve Jobs believed that the best leaders are coaches and team cheerleaders. Similar views have been frequently echoed by management consultant Tom Peters.
During the late 1940s, two major research programs—The Ohio State University and the University of Michigan leadership studies—were launched to explore leadership from a behavioral perspective.
The Ohio State University Studies
A group of Ohio State University researchers, under the direction of Ralph Stogdill, began an extensive and systematic series of studies to identify leader behaviors associated with effective group performance. Their results identified two major sets of leader behaviors: consideration and initiating structure.
Consideration is the “relationship-oriented” behavior of a leader. It is instrumental in creating and maintaining good relationships (that is, addressing the group’s maintenance needs) with organizational members. Consideration behaviors include being supportive and friendly, representing people’s interests, communicating openly with group members, recognizing them, respecting their ideas, and sharing concern for their feelings.
Initiating structure involves “task-oriented” leader behaviors. It is instrumental in the efficient use of resources to attain organizational goals, thereby addressing the group’s task needs. Initiating structure behaviors include scheduling work, deciding what is to be done (and how and when to do it), providing direction to organizational members, planning, coordinating, problem-solving, maintaining standards of performance, and encouraging the use of uniform procedures.
After consideration and initiating structure behaviors were first identified, many leaders believed that they had to behave one way or the other. If they initiated structure, they could not be considerate, and vice versa. It did not take long, however, to recognize that leaders can simultaneously display any combination of both behaviors.
The Ohio State studies are important because they identified two critical categories of behavior that distinguish one leader from another. Both consideration and initiating structure behavior can significantly impact work attitudes and behaviors. Unfortunately, the effects of consideration and initiating structure are not consistent from situation to situation.
E.A. Fleishman. 1953. The description of supervisory behavior. Personnel Psychology 37:1–6; E.A. Fleishman & E.F. Harris. 1962. Patterns of leadership behavior related to employee grievances and turnover. Personnel Psychology 15:43–56; A. W. Halpin & B. J. Winer. 1957. A factorial study of the leader behavior descriptions. In R.M. Stogdill & A.C. Coons (eds.), Leader behavior: Its description and measurement. Columbus: Bureau of Business Research, Ohio State University; J.K. Hemphill & A.E. Coons. 1975. Development of the leader behavior description questionnaire. In R. M. Stogdill & A. E. Coons (eds.), Leader behavior; S. Kerr & C. Schriesheim. 1974. Consideration, initiating structure, and organizational criteria—an update of Korman’s 1966 review. Personnel Psychology 27:555–568.
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Which of the following is typical of the role-making phase, according to LMX theory?
A. It is a period of sampling and experimentation.
B. The manager describes role expectations to the employee.
C. The employee's own expectations get mixed in with those of the leader.
D. The leader tries to get a feel for the talent and motivation levels of the employee.
E. Employees attempt to fulfill the leader's expectations through their job behaviors.
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The employee's own expectations get mixed in with those of the leader
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Which of the following is true regarding prediction of leadership effectiveness using traits?
A. Traits are more predictive of leadership effectiveness than leader emergence.
B. Traits have no correlation with leadership, especially when leader effectiveness serves as the outcome.
C. Focus on leader traits holds more practical relevance than focus on leader actions.
D. Traits have a greater effect on leader effectiveness than leader behavior.
E. High conscientiousness is a trait that has been found to be correlated to leader emergence.
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High conscientiousness is a trait that has been found to be correlated to leader emergence.
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Which of the following is typical of the role-making phase, according to LMX theory?
A. It is a period of sampling and experimentation.
B. The manager describes role expectations to the employee.
C. The employee's own expectations get mixed in with those of the leader.
D. The leader tries to get a feel for the talent and motivation levels of the employee.
E. Employees attempt to fulfill the leader's expectations through their job behaviors.
The employee's own expectations get mixed in with those of the leader
Which of the following is true regarding prediction of leadership effectiveness using traits?
A. Traits are more predictive of leadership effectiveness than leader emergence.
B. Traits have no correlation with leadership, especially when leader effectiveness serves as the outcome.
C. Focus on leader traits holds more practical relevance than focus on leader actions.
D. Traits have a greater effect on leader effectiveness than leader behavior.
E. High conscientiousness is a trait that has been found to be correlated to leader emergence.
High conscientiousness is a trait that has been found to be correlated to leader emergence.
With a(n) _____ style, the 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 anyone else's.
A. facultative B. autocratic C. facilitative D. consultative E. delegative facilitative
According to the time-driven model of leadership, _____ styles work best in situations where employee expertise and teamwork skills are high.
A. facultative B. autocratic C. facilitative D. consultative E. delegative delegative
Which of the following behaviors is classified as a consideration behavior?
A. coordinating employee tasks and structuring work
B. clarifying leader versus member roles and defining tasks
C. facilitating and sometimes resisting new ideas and practices
D. acting on behalf of the group and advancing the interests of the group
E. setting goals and incentives for the effort and productivity of employees
acting on behalf of the group and advancing the interests of the group
Which leader behavior is most appropriate for a group of employees who have learned to work together well, but still need support and collaboration from the leader?
A. telling B. selling C. encouraging D. participating E. delegating participating
Of all leadership variables, _____ leadership is the one most universally endorsed across cultures.
A. laissez-faire
B. passive management-by-exception
C. active management-by-exception
D. contingent reward
E. transformational transformational
_____ involves behaving in ways that challenge followers to be innovative and creative by questioning assumptions and reframing old situations in new ways.
A. Incentivized conditioning
B. Intellectual stimulation
C. Idealized influence
D. Inspirational motivation
E. Individualized consideration
intellectual stimulation
Which of the following represents the correlation between organizational commitment and transformational leadership?
A. weak, positive B. weak, negative C. strong, positive
D. moderate, positive
E. moderate, negative
strong, positive
Leadership training programs frequently focus on ________ leadership content.
A. autocratic B. carrot-stick C. laissez-faire D. transactional E. transformational transformational
T/F: Leader emergence is defined as 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
Handbook of Administrative Ethics
Delineating implications for administrative ethics from other fields such as sociology, psychology, and philosophy, this reference provides a comprehensive review of administrative ethics in the public sector. Detailing the context within which contemporary ethics training has developed, the book examines the effectiveness of ethics training, legal and organizational devices for encouraging desired conduct, and other topics of particular relevance to the political and social contexts of public administration. Written by over 25 leading scholars in public administration ethics, the book creates a taxonomy for administrative ethics using the categories of modern philosophy.
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Handbook of Administrative Ethics
Terry Cooper
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Delineating implications for administrative ethics from other fields such as sociology, psychology, and philosophy, this reference provides a comprehensive review of administrative ethics in the public sector. Detailing the context within which contemporary ethics training has developed, the book examines the effectiveness of ethics training, legal and organizational devices for encouraging desired conduct, and other topics of particular relevance to the political and social contexts of public administration. Written by over 25 leading scholars in public administration ethics, the book creates a taxonomy for administrative ethics using the categories of modern philosophy.
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İçindekiler
Administrative Ethics as a Field of Study
1
Philosophical Perspectives in Administrative Ethics ...
105
Contexts of Administrative Ethics
227
Maintaining Ethical Conduct External Controls ...
309
Maintaining Ethical Conduct Internal Controls ...
457
Administrative Ethics in American Society
555
Administrative Ethics in Other Cultures
649 Index 741 Telif Hakkı
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Sık kullanılan terimler ve kelime öbekleri
accountability action activities administrative ethics agency American approach argued Association authority become behavior bureaucratic called chapter character citizens citizenship civil code of ethics commitment concept concern conduct constitutional Cooper corruption create culture decision-making decisions democratic discussion effective emphasis employees example executive federal human important individual institutions integrity interest internal involved issues justice literature major means military moral nature normative obligation officials organizational organizations perspective philosophy political position practice Press principles problems professional programs protection public administration public interest public service question reasoning relationship requires responsibility result Review role rules sector servants situation social society standards structure theory tion traditional understanding United University values virtue women York
Yazar hakkında (2019)
Terry Cooper (University of Southern California, USA) (Author)
Kaynakça bilgileri
Başlık Handbook of Administrative Ethics
Yazar Terry Cooper
Baskı 2, düzeltilmiş
Yayıncı CRC Press, 2019
ISBN 1482270455, 9781482270457
Uzunluk 792 sayfa
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Guys, does anyone know the answer?