being an effective leader Flashcards

1
Q

Leading:

A

process by which
managers use motivation and
other skills to guide and influence
the actions of others to
accomplish the business’s goals
and objectives

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2
Q

Leadership style:

A

Encompasses
the traits, skills, and behaviors
that leaders and managers use
when they interact with
subordinates.

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3
Q

formal leader

A

has an official title and role

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4
Q

informal leader

A

someone who takes charge and is subject matter expert

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5
Q

Trait theories

A

1920 & 30s early leadership theories
either born a leader or not
intelligence, socialbility, heaight, perserverence

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6
Q

behavioral theories

A

1940 and 50s looked at what effective leaders do, rather than leaders themselves

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7
Q

3 behavioral leadership styles

A
  1. authoritarian - my way or highway
  2. democratic- involves employees
  3. laissez-faire- hands off, employees know what they should be doing
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8
Q

2 dimensions of successful leader behavior (ohio state)

A
  1. structuring
  2. considerations
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9
Q

structuring

A

Behaviors focus on defining roles so that goals are reached, setting
clear procedures and standards, establishing formal lines of communication, giving
directions, and setting deadlines.

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10
Q

considerations

A

Behaviors focus on developing positive interpersonal relationships
with employees involving support, trust, and friendship and being considerate of
employees’ well-being and satisfaction

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11
Q

2 styles of leadership based on leaders (university of Michigan)

A
  1. Production-oriented
  2. Employee-orientated
    can only be one or the other
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12
Q

The managerial grid (blake and mouton 1985)

A

Shows possible combinations of
leadership regarding concern for
people and concern for production.
* Blake and Mouton advocated that the
9,9 leader was most successful, but
research did not always support that it
was effective.

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13
Q

Contingency Models of Leadership

A

contigent on a situation,
How effective a leader is contingent on the interaction between:
* What the leader is like (traits)
* What he or she does (behavior)
* The situation
fielder contigency model

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14
Q

Fielder model shortcomings

A

leadership style is fixed

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15
Q

Path-goal model (1971)

A

which leaders select specific behaviors that are best
suited to the followers’ needs and the working environment so
that they can guide and support followers to perform well and
meet goals (by giving them a clear path without obstacles)

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16
Q

Directive style:

A

For followers with low abilities who
don’t mind supervision

17
Q

Supportive style

A

For capable employees involved in
simple tasks

18
Q

Participative style

A

For employees who want to be
involved and the task is complex.

19
Q

Achievement-oriented:

A

When employees want tough
goals.

20
Q

Hersey and blanchard’s situational leadership model
2 dimensions

A

readiness level
1. Task (directive) behaviors – used to get work
done using directives
2. Relationship (supportive) behaviors – listening
and encouraging

21
Q

Telling style:

A

Telling style: Use this direct approach when employees are low in readiness.

22
Q
  • Selling style
A

The leader explains what needs to be done and why it is important.

23
Q
  • Participating style
A

Employee can do the job but lacks confidence. Leader shares
ideas and is supportive.

24
Q

Delegating style:

A

When employees are competent and motivated, the lead uses a
low-task and low-relationship style.

25
Comtemporary leadership
Contemporary Leadership theories build on past research to explain how effective leaders: * Interact and build relationships with followers * Motivate and support followers * Use their influence and powers
26
Transactional leaders (contemporary) lower level leaders
Lead primarily by using social exchanges with followers along with exchanging rewards (or in some cases punishments) for completion of certain tasks/goals. * This type of leader sets goals for followers and motivates them mostly by using rewards and punishments. * Works within the organizational culture to maintain the status quo
27
transformational leaders (contemporary)
-inspire followers to look at problems in new ways -motivating them to work together toward a shared vision and (often) extraordinary goals. * A transformational leader is energetic, inspiring, inclusive, collaborative, emotionally intelligent, empowering, and respected.
28
Charismatic leaders
*uses their personality and actions to motivate and inspire performance, trust, and commitment. * have a strategic vision and are sensitive * Inspire confidence
29
* Visionary leaders (contemporary)
* Create and communicate an energizing vision of the future that provides direction for strategic planning and goal setting. * enthusiasm and emotions of their followers. * help of followers * create new opportunities in the market
30
Authentic leader
- genuine, dont try to imitate someone -sense of ethics -involve followers
31
servant leadership
share power with employees serve employees needs of employees ahead of their own support community
32
Delegation process
- A manager assigns a task outside the subordinate's job description. - The subordinate receives responsibility and authority for decisions and resources. - Managerial effectiveness is measured by results achieved through others. - Delegation frees managers to focus on planning and organizing.
33
steps in delegation process
reparation: The manager needs to decide what to delegate and to whom and develop objectives and a timeline. A manager shouldn’t delegate certain tasks, such as discipline, sensitive situations, etc. 2. Discussion: The delegation discussion includes communication of objectives, resources available, deadlines, and how results will be evaluated. 3. Monitoring: The manager monitors the employee’s progress. Checkpoints along the way. 4. Evaluation: At the end of the task the manager evaluates performance based on the objectives and the results agreed upon at the beginning of this process.
34
Reverse Delegation
When an employee agrees to a task and then comes back to the manager later with an explanation of why they cannot complete the task. * The employee tries to put the task back on the manager