Behavioral Competency Leadership Cluster: Leadership & Navigation Flashcards
What is the Coercive Leader approach?
Someone who enforces vision/solution and demands that team follows directives. Effective during crisis, ineffective with unmotivated employees that don’t feel ownership in their work.
What is the Authoritative Leader approach?
Someone who proposes vision/solution and invites team to join. Effective when there is no clear path forward; ineffective when leader lacks expertise.
What is the Affiliative Leader approach?
Someone who creates strong relationships and encourages feedback. Effective with a dysfunctional team; ineffective when used alone due to fear of damaging relationships.
What is the Democratic Leader approach?
Someone who invites collaboration. Effective when leader does not have a clear vision or team is resistant to change; ineffective when leader does not have a lot of time.
What is the Pacesetting Leader approach?
Someone who sets model for high performance and challenges team to meet them. Effective with competent, motivated team; ineffective with excessive paste.
What is the Coaching Leader approach?
Someone who focuses on developing team members skills. Effective with leaders that are skilled in strategic management, communication, and motivation and they have time; ineffective when team resists changing their performance.
How is Mentoring different from coaching?
Mentoring helps employee navigate the workplace which helps determine a career path.
Trait Leadership Theory aka Great Man Theory
Leaders have great innate abilities (strength, stamina) that followers do not have
Behavioral Theory: Blake Mouton Theory
Leader is concerned about production of work and people or relationships.
Country club- low/high
Impoverished- low/low
Authoritarian-high/low
Middle of road- middle/middle
Team Leader- high/high
Five types of Blake Mouton Managers
- Country club: low task, high relationship
- Impoverished: low task, low relationship
- Authoritarian: high task, low relationship
- Middle-of-the-road: midpoint on task and relationship
- Team leader (considered a leader): high tasks, high relationship
Situational Leadership Theory: Hershey Blanchard Theory
Adjust techniques to those you’re leading. Methods leaders can use are:
Telling- close supervision
Selling- using persuasion
Participating- give guidance b/c employees are competent
Delegating- little to no guidance
Hershey Blanchard leaders supply?
- Telling: when employees are not competent or motivated
- Selling: when competent employees still need focus and motivation
- Participating: when competent employees can be included in problem solving
- Delegating: when competent employees can benefit from more autonomy
Situational Theory: Fiedler’s Contingency Theory
Leader style must fit the situation for a FAVORABLE SITUATION: trusting relationship, clear task, leader has power. UNFAVORABLE SITUATIONS that doesn’t have matching leadership style, leader must improve trust, make tasks clear, and increase power (provide promotion)
Situational Theory: Path Goal Theory
Leader directs a supportive plan for goal achievement. Leadership styles:
Directive- communicate expectations and goals and assign clear tasks; works when team doesn’t know what to do.
Supportive- fulfill relationship needs
Achievement- set challenging goals because employee feels unchallenged
Participative- mutual participation, uses group expertise
Emergent Leadership Theory
Emerge from group, not appointed
Transactional Leadership Theory
Leader rely on reward and punishment to achieve job performance (military). Get the job done!
Transformational Leadership Theory
Traits are idealized influence, inspirational motivation, intellectual stimulation, individual consideration, can mentor future transformational leaders.
Leader Member Exchange Theory
Focuses on two-way relationship between leader and chosen employees. Select members are given more information to strengthen trust and support. Can lead to in- and -out groups.
Servant Leadership Theory
Leader serves the needs of their employees, share power. Can be resource intensive and take longer to produce results.
Types of Power to Influence Others
- Legitimate: created formally through a title or position. Can save time in decision making, insufficient if leader is not competent.
- Reward: leader can offer something of value (promotion). Can motivate employees but only useful when leaders can extend meaningful rewards.
- Expert: leader has great insight. Can improve team efforts but can also create dependency.
- Referent: leader has attractive personality. Appeals to social needs of individuals but can weaken team if leader is incompetent and unfair.
- Coercive: leader can punish those that don’t follow. Immediate results but damages team motivation and self direction over time.
Persuading to influence others
Gain support by:
Reasoning, explaining advantages. Most effective when combined with other person’s needs and aligning interests.
Appeal to mutual visions and values.
Trade by using expertise for resources to fulfill another’s needs.
Motivation Theory: Theory X/Theory Y
Theory X, motivation is irrelevant. Leaders micromanage and coerce because they believe people are lazy.
Theory Y, motivation is critical. Leaders believe employees dislike rigid control and want to accomplish goals. More participation. More appropriate in knowledge driven workplaces.
Motivation Theory: Needs Theory
Individuals are motivated by their desire to satisfy certain needs. Common factors are achievement, social connection and some degree of control.
Need’s Theory: Maslow Theory
Five basic needs must be met in this order:
physiological
safety and security
belonging and love
esteem
self-actualization (fill one’s potential)
