BA452 Leadership Final Flashcards
Power
ability to influence behavior of others and resist unwanted influence in return
formal power (3)
legitimate, reward, coercive
legitimate power
derived from position of AUTHORITY
reward power
based on control over the RESOURCES OR REWARDS
coercive power
based on ability to hand out PUNISHMENT
personal power (2)
expert and referent
expert power
derived form persons expertise, skill or knowledge
referent power
based on likability and charisma of the person
org politics
use of power to affect decision making in an org. lead to decreased job sat, increased anxiety/stress, increased turnover, and reduced performance
political skill
ability to get things done through positive interpersonal relationships outside of formally prescribed org mechanisms
social astuteness
accurate perception and evaluation of social situations
interpersonal influence
personal style characterized by ability to influence others to help achieve personal goals
networking ability
individuals capacity to develop and retain diverse and extensive social networks
sincerity
individuals ability to portray forthrightness and authenticity in all of his/her dealings
impression management
efforts by an actor to create, maintain, protect, or otherwise alter an image held by a target audience
ingratiation
use flattery and favor to attempt to APPEAR LIKABLE. (kissing up)
self-promotion
communicate abilities and accomplishments to attempt to APPEAR COMPETENT. (bragging) (usually backfires) (use in job interviews)
exemplification
do more or better than is necessary to attempt to APPEAR DEDICATED OR SUPERIOR. (boss likes, coworkers don’t)
job creep
the slow and subtle expansion of employee job duties that is not officially recognized by the organization
escalating citizenship
in order to stand out, employees must either perform more novel acts of citizenship for attention or go to greater lengths to demonstrate their dedication (stay even later at work)
supplication
portray oneself as weak or dependent to OBTAIN HELP. negative impact perf ratings, but less for women and junior employees
intimidation
threaten or harass to attempt to APPEAR DANGEROUS AND POWERFUL.
leads to lower ratings of likability for women
leads to higher ratings of perf among men
negotiation
give and take process between conflicting interdependent parties
distributive negotiation
involves a single issue in which one person gains at he expense of the other (not win-win)
integrative negotiation
more than one issue is at stake, and each party values the issues differently (win-win)
BATNA
Best Alternative To a Negotiated Agreement
action that is taken by party if current negotiations fail and agreement can’t be reached. not the bottom line or worst outcome. viewed as insurance policy.
agreement better than BATNA=accept
agreement worse BATNA=deny
persuasion
influencing or changing the beliefs, attitudes, intentions, motivations, or behaviors of others.
liking persuasion
we tend to like those who like us
reciprocity persuasion
people generally repay actions in kind
social proof persuasion
we tend to view actions as more acceptable to the degree that we see others performing them in same or similar situations
consistency persuasion
once we make a choice, we’re more likely to remain consistent with that choice
authority persuasion
people defer judgment to others whom they believe are experts or authority figures
scarcity persuasion
people are more sensitive to a perceived loss than they are of a perceived gain of the same value.
leadership
the PROCESS by which a person exerts INFLUENCE over a GROUP of people to achieve a COMMON GOAL
trait-based approach
focuses on individual leaders and tried to determine the personal characteristics that great leaders share (leaders born, not made) correlation not causality.
task competence (trait based approach)
intelligence, knowledge, problem solving skills
interpersonal competence (trait based)
communication skills, ability to demonstrate caring and empathy
traits of character (trait based)
conscientiousness, discipline, moral reasoning, integrity, honesty
biophysical traits (trait based)
physical fitness, hardiness, energy level
personal traits (trait based)
self-confidence, sociability, self monitoring, extraversion, self efficacy, self control
behavioral approach
leadership effectiveness comes from certain behaviors, of which there are two main types. (leaders made, not born)
maintenance oriented behavior (beh approach)
behavior indicating that a manager trusts, respects, and cares about subordinates. (caring behaviors)
performance oriented behavior (beh approach)
behaviors that managers engage in so work gets done, job performance good, and org is effective. (task oriented)
Fiedler’s contingency model of leadership
relationship and task oriented.
task- leaders whose primary concern is employees perform at high level
relationship-leadesr whose primary concern develop good relations with employees and be liked by them
the path-goal leadership model
effective leaders motivate followers by 4 ways
directive behaviors (path goal)
providing structure by setting goals, assigning tasks, showing employees how to complete tasks
supportive behaviors (path goal)
expressing concern for subordinates and looking out for their best interests
participate behaviors (path goal)
giving employees a say in matters and decisions that affect them
achievement oriented behaviors (path goal)
motivating employees to perform at highest level by setting goals, expecting that they be met, and believing in employees capabilities.
leader member exchange (LMX Theory)
leaders establish special relationship with small group of followers (in group) and provide these individuals with a disproportionate amount of attention
transactional leadership
motivating subordinates by rewarding them for high performance and punishing them for low performance
transformational leadership
motivates people to transcend their personal interests for the good of the group.
inspirational motivation (transformational)
fostering an enthusiasm for and commitment to a shared vision of the future
idealized influence (transformational)
earning the admiration, trust, and respect of followers, causing followers to want to identify with leader
individualized consideration (transformational)
helping followers achieve their potential through coaching, development, and mentoring
intellectual stimulation (transformational)
challenging followers to be innovative and creative by questioning assumptions and reframing old situations in new ways.
charismatic leadership
leadership built on the vision, exceptional self confidence, and phenomenal communication behaviors that leads to interpersonal attraction and inspires acceptance and support. (not all good)
servant leadership
the best leaders are those able to put the needs of others, including employees, customers, and community, ahead of themselves.
level 5 leadership
“a leader who builds enduring greatness through a paradoxical combination of PERSONAL HUMILITY and PROFESSIONAL WILL” - jim collins, Good to Great
Values based leadership
leading by making choices and decisions that are aligned with your values
self reflection (value based)
the ability to identify and reflect on what you stand for, what your values are, and what matters most to you
balance (value based)
the ability to see situations from multiple perspectives and differing viewpoints to gain a much fuller understanding
true self confidence (value based)
accepting yourself as you are, recognizing your strengths and weaknesses, and striving for continuous improvement
genuine humility (value based)
recognizing that you are neither better or worse than anyone else, respect equally, don’t treat differently because of job title.
