Leadership and Motivation Study Guide – Chapter 13 –
Leadership and Motivation Study Guide – Chapter 13 – The Situation 1. In the Leadership Process, what does “the Situation” refer to? What are examples of situations that demonstrate the breadth of this element of the leadership process? Essentially it’s everything about leadership not yet covered. 2. The textbook divides the situation into 3 levels. What are those levels? Situational levels” help guide us in understanding the environment and its impacts. Three situational levels ● Task: most basic and fundamental component of the situation ● Organization: formal and informal organizations ● Environment 3. What is meant by the “task” as a situational element? What is involved in “tasks”? How do we identify tasks for “thinking” jobs? Tasks are the most basic and fundamental component of the situation. We tend to think of tasks as something manual or operational. But what about thinking-type jobs? Tasks in this context refers to anything a worker does, even if it’s thinking. What tasks do professors do? Business strategists? Clinical psychologists? For some jobs, many tasks don’t have a physical output. 4. What is involved in each of the following as they relate to the situation for leaders and followers? Consider examples of each. 1. Task autonomy : the degree to which a job provides the incumbent with some control over what they do and how they do it. Varies with the type of work done.Positive correlation to job satisfaction. 2. Task feedback: the degree to which the incumbent receives information about their performance from performing the task itself. Example from the textbook: driving a car on a winding road. You can tell when you’re doing a good job. 3. Task structure: the extent to which accomplishment of a task requires following established or known procedures.Lower-level jobs tend to be more structured than higher-level jobs.“Thinking” jobs tend to be more un structured than “doing” jobs.Most (all?) jobs have some task structure.In leadership, supervisory jobs tend to be more structured than mid-management level jobs.Providing structure is more important when employees are new at their jobs, and can be resented as the employee’s competence grows. 4. Task interdependence: the degree to which tasks require coordination and synchronization for the group or team to accomplish their goals.The more interdependence the more the need for leaders to plan, organize, direct and communicate.The textbook example is from sports.Basketball, hockey, etc. are high task interdependence while swimming and track are low task interdependence. 5. What are technical challenges as they pertain to the task element of the situation. How do leaders address technical challenges? Problems for which we may not know the answers, but we may be able to relatively easily find people who do.There are generally expert solutions to these problems, and experts know how to solve them even if the leader doesn’t. The leadership challenge is knowing who to call on. 6. What are adaptive challenges as they pertain to the task element of the situation? Problems that require changes to the system or some other fundamental change.It may be that even defining what the problem is is a challenge.Why are they of special challenge to leaders and followers? What is adaptive leadership and what are examples of adaptive leadership? Adaptive problems require adaptive leadership:Leaders need to reach followers at a deeper level than their behaviors and habits.The solution often involves changing people’s values, “hearts, and minds”.Requires both leader and followers to understand that the solution isn’t within the leaders’ “bag of tricks”. Requires the leaders to be comfortable operating in an environment of ambiguity and unknowns. 8. What is meant by a “formal” organization? What is it composed of? How does the formal organization’s elements impact the leadership process? The formal organization is what’s drawn on organization charts, outlined in job descriptions and illustrated with workflow diagrams. 9. What is the “informal” organization? What is culture and what is it composed of? How does the informal organization’s elements impact the leadership process? How does the textbook characterize the organizational cultures mentioned in the chapter? The informal organization is what lies beneath these depictions of the organization and possibly may have even more impact on leadership and followership than the formal organization.Usually called “organizational culture”, it’s the organization’s system of shared backgrounds, norms, values, or beliefs among members. 11. What is organizational “climate” and how does it differ from culture? Why is organizational climate important to the situational component of the leadership process? Organizational climate: members’ subjective reactions to the organization, what’s occurring in the organization, and the organization's culture (is temporal, changes with organizational changes) - Based on uploads/Management/ guide - 2023-05-29T180342.319.pdf
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