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Introduction to Business Administration > 17. Effective Leader > Flashcards

17. Effective Leader Flashcards

1
Q

Leader

A

Someone who can influence others and who has managerial authority

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2
Q

Leadership

A

What leaders do; the process of influencing a group to achieve goals.

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3
Q

Trait Theories (1920s-2930s)

A
  • Research focused on identifying personal characteristics that differentiated leaders from non-leaders was unsuccessful.
  • It proved impossible to identify a set of traits that would always differentiate a leader (the person) from a nonleader.
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4
Q

8 Traits associated with leadership:

A
  1. Drive
  2. Desire to lead
  3. Honesty and integrity
  4. Self-confidence
  5. Intelligence
  6. Job-relevant knowledge
  7. Extraversion
  8. Proness to guilt
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5
Q

Behavioral theories

A

Leadership theories that identify behaviors that differentiated effective leaders from ineffective leaders.

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6
Q

3 leadership styles (identified from the University of Iowa Studies)

A
  1. Autocratic
  2. Democratic
  3. Laissez-faire
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7
Q

Autocratic style

A

A leader who dictates work methods, makes unilateral decisions, and limits employee participation.

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8
Q

Democratic style

A

A leader who involves employees in decision-making, delegates authority, and uses feedback as an opportunity for coaching employees

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9
Q

Laissez-faire style

A

A leader who lets the group make decisions and complete the work in whatever way it sees fit.

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10
Q

2 dimensions of leader behavior (Ohio studies)

A
  • Initiating structure
  • Consideration
  • High consideration/high structure leaders generally, but not always, achieved high scores on group task performance and satisfaction.
  • Evidence indicated that situational factors appeared to strongly influence leadership effectiveness.
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11
Q

Initiating structure

A

the role of the leader in defining his or her role and the roles of group members.

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12
Q

Consideration

A

the leader’s mutual trust and respect for group members’ ideas and feelings

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13
Q

2 dimensions of leader behavior (Michigan studies)

A
  • Employee oriented
  • Production oriented

-> Leaders who are employee oriented are strongly associated with high group productivity and high job satisfaction.

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14
Q

Employee orientated behavior

A

emphasizing personal relationships

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15
Q

Product orientated behavior

A

Emphasizing task accomplishment

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16
Q

The 5 managerial styles

A
  1. Immproverished management
  2. Task management
  3. Middle-of-the-road management
  4. Country club management
  5. Team management
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17
Q

Fieldler contingency model

A

A leadership theory proposing that effective group performance depends on the proper match between a leader’s style and the degree to which the situation allows the leader to control and influence.

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18
Q

Least-preferred coworker (LPC) questionnaire

A

A questionnaire that measures whether a leader is task or relationshiporientated

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19
Q

Leader-member relations

A

the degree of confidence, trust, and respect employees had for their leader; rated as either good or poor.

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20
Q

Task structure

A

the degree to which job assignments were formalized and structured; rated as either high or low.

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21
Q

Position power

A

the degree of influence a leader had over activities such as hiring, firing, discipline, promotions, and salary increases; rated as either strong or weak.

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22
Q

Situational Leadership theory

A

A leadership contingency theory that focuses on followers readiness

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23
Q

REadiness

A

The extent to which followers have the ability and willingness to accomplish a specific task

24
Q

Four stages of follower readiness

A

R1: People are both unable and unwilling to take responsibility for doing something. Followers aren’t competent or confident.
R2: People are unable but willing to do the necessary job tasks. Followers are motivated but lack the appropriate skills.
R3: People are able but unwilling to do what the leader wants. Followers are competent, but don’t want to do something.
R4: People are both able and willing to do what is asked of them.

25
Q

Path-goal-theory

A

A leadership theory that says the leader’s job is to assist followers in attaining their goals and to provide direction or support needed to ensure that their goals are compatible with the goals of the group or organization.

26
Q

Four leadership behaviors (Path-goal model)

A
  • Directive leader
  • Supportive leader
  • Participative leader
  • Achievement orientated leader
27
Q

Directive leader

A

Lets subordinates know what’s expected of them, schedules work to be done, and gives specific guidance on how to accomplish tasks.

28
Q

Supportive leader

A

Shows concern for the needs of followers and is friendly.

29
Q

Participative leader

A

Consults with group members and uses their suggestions before making a decision.

30
Q

Achievement orientated leader

A

Sets challenging goals and expects followers to perform at their highest level.

31
Q

Leader-member exchange theory (LMX)

A

the leadership theory that says leaders create in-groups and out-groups and those in the in-group will have higher performance ratings, less turnover, and greater job satisfaction.

32
Q

Transactional leaders

A

leaders who lead primarily by using social exchanges (or transactions).

33
Q

Transformational leaders

A

leaders who stimulate and inspire (transform) followers to achieve extraordinary outcomes.

34
Q

Charismatic leader

A

an enthusiastic, self-confident leader whose personality and actions influence people to behave in certain ways.

35
Q

Visionary leadership

A

the ability to create and articulate a realistic, credible, and attractive vision of the future that improves upon the present situation.

36
Q

Team leader’s job (2 priorities)

A
  1. Managing the team’s external boundary

2. Facilitating the team process

37
Q

Team leadership roles

A
  • Coach
  • Conflict manager
  • Troubleshooter
  • Liaison with external constituencies
38
Q

Leadership issues in the 21. century

A
  • Managing power
  • Developing trust
  • Empowering employees
  • Leading across cultures
  • becoming an effective leader
39
Q

Legitimate power

A

The power a leader has a result of his or her position

40
Q

Coercive Power

A

The power a leader has to punish or control

41
Q

Reward power

A

The power to give positive benefits or rewards

42
Q

Expert power

A

The influence a leader can exert as a result of his or her expertise, skills, or knowledge

43
Q

Referent power

A

The power of a leader that arises because of a person’s desirable resources or admired personal traits

44
Q

Credibility

A

The degree to which followers perceive someone as honest, competent, and able to inspire.

45
Q

Trust

A

The belief in the integrity, character, and ability of a leader

46
Q

5 dimensions of the concept of trust

A
  1. Integrity
  2. Competence
  3. Consistency
  4. Loyalty
  5. Openness
47
Q

Integrity

A

honesty and truthfulness

48
Q

Competence

A

Technical and interpersonal knowledge and skills

49
Q

Consistency

A

Reliability, predictability, and good judgment in handling situations

50
Q

Loyalty

A

Willingness to protect a person, physically and emotionally

51
Q

Openness

A

Willingness to share ideas and information freely

52
Q

Empowerment

A

Increasing the decision-making discretion of workers such that teams can make key operating decisions in developing budgets, scheduling workloads, controlling inventories, and solving quality problems.

53
Q

Leading across cultures

A
  • Effective leaders do not use a single style. They adjust their style to the situation.
  • National culture is certainly an important situational variable in determining which leadership style will be most effective.
54
Q

Describe the three major contingency theories of leadership.

A
  • Fiedler’s model attempted to define the best style to use in particular situations.
  • Hersey and Blanchard’s situational leadership theory focused on followers’ readiness.
  • The path-goal model developed by Robert House identified four leadership behaviors: directive, supportive, participative, and achievement-oriented.
55
Q

Describe contemporary views of leadership.

A
  • Leader-member exchange theory (LMX) says that those in the in-group will have higher performance ratings, less turnover, and greater job satisfaction.
  • A transactional leader exchanges rewards for productivity.
  • A transformational leader stimulates and inspires followers to achieve goals.
  • A charismatic leader is an enthusiastic and self-confident leader whose personality and actions influence people to behave in certain ways.
  • A visionary leader is able to create and articulate a realistic, credible, and attractive vision of the future.
  • A team leader has two priorities: manage the team’s external boundary and facilitate the team process.

Introduction to Business Administration (16 decks)

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