Copyright 2000, Dr. Larry W. Long1 Chapter 7 BEHAVIOR REGULATION by Dr. Larry Long.
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Copyright 2000, Dr. Larry W. Long 1 Chapter 7 BEHAVIOR REGULATION by Dr. Larry Long
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Transcript of Copyright 2000, Dr. Larry W. Long1 Chapter 7 BEHAVIOR REGULATION by Dr. Larry Long.
Copyright 2000, Dr. Larry W. Long
1
Chapter 7
BEHAVIOR REGULATION
by
Dr. Larry Long
Copyright 2000, Dr. Larry W. Long
2
BEHAVIOR REGULATION HAS BEEN EXAMINED MOST FREQUENTLY WITHIN A LEADERSHIP CONTEXT!!!
Copyright 2000, Dr. Larry W. Long
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LEADERSHIP RESEARCH• Leader-Oriented Models
– focuses on traits, skills
• Follower-Oriented Models– includes perceptions of the leader
• Situational Models– search for emergent leaders
• Interactionist Models– leader, follower and situational
models
Copyright 2000, Dr. Larry W. Long
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Fiedler’s CONTINGENT LEADER STYLE Model
Leader/followerRelations
TASK POWER STYLE
+ structured strong TASK
+ structured weak TASK
+ unstructured strong TASK
+ unstructured weak PERSON
- structured strong PERSON
- structured weak PERSON
- unstructured strong PERSON
- unstructured weak TASK
Copyright 2000, Dr. Larry W. Long
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POWER & INFLUENCE BASES
• REWARD• COERCIVE• EXPERT• REFERENT• LEGITIMATE
French & Raven
Copyright 2000, Dr. Larry W. Long
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ORGANIZATION POLITICS
• Blaming/attacking • Use of Information• Creation of image• Support base• Ingratiating• Develop strong allies• Power coalitions
Copyright 2000, Dr. Larry W. Long
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LEADERSHIP VS. MANAGING• Executives
– Policy Creators
• Managers of Managers– Strategy Creators
• Managers of Supervisors– Plan of Action Creators
• Supervisors– Plan of Action
Implementers
Copyright 2000, Dr. Larry W. Long
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How leaders vary --When leadership varies from:
Organizationness GroupnessOrganizational & Communication Roles are:
Specialized ExchangeOrganizational Structure is:
Centralized DecentralizedLeader’s Power Base is primarily:
Legitimate Any Power Base
Leadership Process is:
Unshared Shared
Copyright 2000, Dr. Larry W. Long
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BEHAVIOR MANAGEMENT STRATEGIES• COMPLIANCE
– Theory X= autocratic
• IDENTIFICATION– Theory Y=
democratic
• INTERNALIZATION
Copyright 2000, Dr. Larry W. Long
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COMPLIANCECAUSES
– Social effects – Means-control– Limit choices
CONSEQUENCES– Surveillance– Reward/punishment– External demands
Copyright 2000, Dr. Larry W. Long
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IDENTIFICATION
CAUSES– Social anchorage– Attractiveness– Role requirements
CONSEQUENCES– Salience of agent– Satisfying relations– Role expectations
Yes, Mr. Forbes...it is a white house, but it’s not on Pennsylvania Ave.
Copyright 2000, Dr. Larry W. Long
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INTERNALIZATION
CAUSES– Consistency– Credibility– Reorganization of
framework
CONSEQUENCES– Relevance– Maximize values– Value change
Copyright 2000, Dr. Larry W. Long
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Your delegation style --
AUTHORITY
LOW
HIGH
RESPONSIBILITYLOW HIGH
IMPOVERISHED
TOKEN
RETICENT
CREATIVE
TENTATIVE
Copyright 2000, Dr. Larry W. Long
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BEHAVIOR REGULATION GOALS
• Production vs. Need-Related– Concerned with output– Focus on psychological
& social needs
• Maintenance vs. Adoption– Maintenance
emphasizes behavior retention
– Adoption focuses on behavior change
Copyright 2000, Dr. Larry W. Long
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TARGETS OF BEHAVIOR REGULATION• Intrapersonal
– change one’s own behavior
• Interpersonal– change behavior of
others
Intragroup– change others
behavior
Intergroup– change behavior of
non-group members
Copyright 2000, Dr. Larry W. Long
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BEHAVIOR REGULATION STRATEGIES
Principle 1:Precisely identify behaviors to be regulated
Principle 2:Rules for regulating behavior must be
consistent
Principle 3:Organize behaviors for ease of
comprehension
Principle 4:Do not over regulate behavior
Principle 5:Maintain constructive levels of personal and
socioemotional behaviors
