BME 2102 Module 9- LEADERSHIP Flashcards
The ability to influence a group toward the achievement of a vision or set f goals
Leadership
Focus on personal qualities and characteristics that differentiate leaders from nonleader
Trait Theories of Leadership
-Effective problem-solving skills
-Imagination, creativity, willingness to experiment with unproven methods o
-Technical and professional competence, or knowledge of a particular business
Cognitive skills or mental ability and knowledge
Six traits on which leaders tend to differ from nonleaders are
a. Ambition and energy b. Desire to lead
c. Honesty and integrity
d. Self-confidence
e. Intelligence
f. Knowledge
involves consistency and integrity
Trustworthiness
refers to reliability and predictability
Consistency
centers on telling the truth and keeping promises
Integrity
is related to trustworthiness and being more concerned about the welfare of others than self
Authenticity
a major contributor to leadership effectiveness
Emotional intelligence
Personality traits
-Self-awareness
-Self-confidence
-Trustworthiness
-Consistency
-Integrity
-Authenticity
-Emotional intelligence
Need for power and achievement are closely associated with leadership effectiveness
Motives
theories proposing that specific behaviors differentiate leaders from nonleaders
Behavioral approach to leadership
found two behaviors that accounted for most leadership behavior described by employees
Ohio State Studies
is the extent to which a leader is likely to define and structure his or her role and those of employees in the search for goal attainment.
Initiating Structure behavior
is the extent to which the leader is likely to have job relationships characterized by mutual trust, respect for subordinates ideas, and regard for their feelings.
Consideration behavior
suggests there are international differences in preference for initiating structure and consideration.
GLOBE(Global Effectiveness and Organizational Behavior Effectiveness) Study
believes that the best style of leadership depends on factors relating to group members and the work setting.
Contingency theories of leadership
the theory that effective groups depend on a proper match between a leader’s style of interacting, with subordinates and the degree to which the situation gives control to the leader.
Fiedler contingency model
questionnaire to measure whether a person is task or relationship-oriented.
Least Preferred Coworker (LPC)
the degree of confidence, trust, and respect members have in their leader.
Leader-member relations (good/poor)
the degree to which the job assignments are procedurized (that is, structured or unstructured).
Task structure (high/low)
is the degree of influence a leader has over power variables such as hiring, firing, discipline, promotions, and salary increases.
Position power (strong/weak)
Leadership Style Required
Follower Readiness
Give clear and specific directions
Unable and unwilling
Display high task orientation to compensate for lack of ability and high relationship orientation to get them “buy into the leader’s desires.
Unable and willing
Use a supportive and participative style.
Able and unwilling
Does not need to do much
Able and willing
states that it is the leader’s job to assist followers in attaining their goals and to provide the necessary direction and/or support to ensure that their goals are compatible with the overall objectives of the firm.
Path-goal theory
involves initiating structure, setting guidelines on standards, and conveying expectations. This results to greater employee satisfaction when tasks are ambiguous or stressful than when they are highly structured and well laid out.
Directive leadership
showing concern for the well-being of group members and developing mutually satisfying relationships. It results in high employee performance and satisfaction when employees are performing structured tasks.
Supportive leadership
relates leadership behavior to subordinate participation in decision making.
The leader-participation model
argues that because of time pressures, leaders establish a special relationship with a small group of their followers. These individuals make up the ingroup—they are trusted, get a disproportionate amount of the leader’s attention, and are more likely to receive special privileges. Other followers fall into the outgroup.
The leader-member exchange (LMX) theory
states that followers make attributes of heroic or extraordinary leadership abilities when they observe certain behaviors.
Charismatic leadership theory
are characterized to have a vision, they are willing to take personal risks to achieve that vision, they are sensitive to follower needs, and they exhibit behaviors that are out of the ordinary.
Charismatic leaders
Many leaders don’t necessarily act in the best interest of their companies. Many have allowed their personal goals to override the goals of the organization. Narcissistic individuals are also in some higher behaviors associated with charismatic leadership
The Dark Side of Charismatic Leadership
leaders who guide or motivate their followers in the direction of established goals by clarifying role and task requirements.
Transactional leaders
leaders who inspire followers to transcend their own self-interests and who are capable of having a profound and extraordinary effect on followers.
Transformational leaders
Research indicates that transformational leadership is more strongly correlated than transactional leadership with lower turnover rates, higher productivity, lower employee stress and burnout, and higher employee satisfaction
Transformational leadership versus transactional leadership
Charismatic leadership places more emphasis on the way leaders communicate (are they passionate and dynamic?), while transformational leadership focuses more on what they are communicating (is it a compelling vision?). Both focus on the leader’s ability to inspire followers.
Transformational versus Charismatic Leadership
leaders who know who they are, know what they believe in and value, and act on those values and beliefs openly and candidly. Their followers would consider them to be ethical people. The primary quality produced by authentic leadership is trust. They share information, encourage open communication, and stick to their ideals. The result: People come to have faith in them.
Authentic Leaders
are leaders who treat their followers with fairness, especially by providing honest, frequent, and accurate information.
Ethical leaders
leadership that conveys other-centered values by leaders who model ethical conduct
socialized charismatic leadership
is an approach to leadership focused on serving others
Servant leadership
go beyond their self-interest and focus on opportunities to help followers grow and develop
Servant leaders
is a positive expectation that another will not act opportunistically. It implies familiarity and risk.
Trust
refers to honesty and truthfulness
Integrity
means the trusted person has your interests at heart
Benevolence
encompasses an individual’s technical and interpersonal knowledge and skills
Ability
-Integrity
-Benevolence
-Ability
Three characteristics of a trustworthy leader
refers to how likely a particular employee is to trust a leader. Some people are simply more likely to believe others can be trusted.
Trust propensity
in the work context, trust in an employment relationship may be built on very different perceptions from culture to culture.
Trust and Culture
We come to trust people by observing their behavior over a period of time.
The Role of Time
Once it has been violated, trust can be regained, but only in certain situations and depending on the type of violation.
Regaining Trust
is a senior employee who sponsors and supports a less-experienced employee, called a protégé
A mentor
says leadership is merely an attribution people make about other individuals.
The attribution theory of leadership
There are times when leaders are not needed. Experience and training are among the substitutes that can replace the need for a leader’s support or ability to create structure
Substitutes for and Neutralizers of Leadership
are attributes that make it impossible for a leader to make any difference to follower outcome.
Neutralizers
This area needs more research. Today’s managers and employees are increasingly linked by networks rather than geographic proximity.
Online Leadership
Reviewing specific requirements for the position such as knowledge, skills, and abilities needed to the job effectively. Consider personality tests to identify leadership traits. Situation-specific experience is relevant.
Selecting Leaders
- Leadership training is likely to be more successful with high self-monitors. Teach implementation skills.
- Teach trust building, mentoring, and situational-analysis.
- Behavioral training through modeling exercises can increase an individual’s charismatic leadership qualities. -Review leadership after key organizational events.
- Train in transformational leadership skills.
Training Leaders
Hire candidates whom you believe are ethical and trustworthy for management roles and train current managers in your organization’s ethical standards in order to increase leadership effectiveness.
Implications for Managers
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- integrity
- nurture
- faith
- listen
- understand
- encourage/enhance/empower
- navigate
- connect
- enlarge
