BUSA Chapter 14 Flashcards
1
Q
Leadership
A
Process of inspiring others to work hard to accomplish important tasks
2
Q
Process of inspiring others to work hard to accomplish important tasks
A
Leadership
3
Q
Planning
A
Set the direction
4
Q
Set the direction
A
Planning
5
Q
Organizing
A
To create structures
6
Q
To create structures
A
Organizing
7
Q
Leading
A
Communicate the vision, and build enthusiasm to motivate commitment and hard work
8
Q
Communicate the vision, and build enthusiasm to motivate commitment and hard work
A
Leading
9
Q
Controlling
A
To ensure results
10
Q
To ensure results
A
Controlling
11
Q
Power
A
The ability to get others to do something you want to be done or to make things happen the way you want
12
Q
The ability to get others to do something you want to be done or to make things happen the way you want
A
Power
13
Q
Reward power
A
The ability to influence through rewards
14
Q
The ability to influence through rewards
A
Reward power
15
Q
Coercive power
A
The ability to achieve influence through punishment
16
Q
The ability to achieve influence through punishment
A
Coercive power
17
Q
Legitimate power
A
The ability to influence through authority
18
Q
The ability to influence through authority
A
Legitimate power
19
Q
Expert power
A
The ability to achieve influence through special skills, knowledge, and reputation
20
Q
The ability to achieve influence through special skills, knowledge, and reputation
A
Expert power
21
Q
Human capital
A
The ability to get things done based on what we know and can do (credentials, experience, achievements)
22
Q
The ability to get things done based on what we know and can do (credentials, experience, achievements)
A
Human capital
23
Q
Information and networking power
A
The ability to achieve influence through access to information and contacts with other people
24
Q
The ability to achieve influence through access to information and contacts with other people
A
Information and networking power
25
Social capital
Having a strong base of connections who can help you get things done
26
Having a strong base of connections who can help you get things done
Social capital
27
Referent power
The ability to achieve influence through identification
28
The ability to achieve influence through identification
Referent power
29
The Power Paradox
1. Be aware of your feelings about power
2. Practice humility
3. Stay focused on, and give to others
4. Practice respect
5. Change the psychological context of powerlessness
30
Vision
A hoped-for future that if achieved will improve the present state of affairs
31
A hoped-for future that if achieved will improve the present state of affairs
Vision
32
Visionary leadership
The behaviors of leaders who offer a clear and compelling view of the future and understand the actions needed to be successful
33
The behaviors of leaders who offer a clear and compelling view of the future and understand the actions needed to be successful
Visionary leadership
34
Servant leadership
Leading by serving others and helping them fully use their talents so that organizations benefit society
35
Leading by serving others and helping them fully use their talents so that organizations benefit society
Servant leadership
36
Followership
The act of joining with a leader to accomplish tasks and goals
37
The act of joining with a leader to accomplish tasks and goals
Followership
38
Leadership Behaviours
*Concern for the task to be accomplished
*Concern for the people doing the work
39
Successful Leadership Traits
*Drive
*Self-confidence
*Creativity
*Cognitive ability
*Job-relevant knowledge
*Motivation
*Flexibility
*Honesty and integrity
40
Concern for the task to be accomplished
Defining and assigning tasks
41
Defining and assigning tasks
Concern for the task to be accomplished
42
Concern for the people doing the work
People’s needs and respect
43
People’s needs and respect
Concern for the people doing the work
44
Leadership styles
The recurring patterns of behaviors exhibited by leaders
45
The recurring patterns of behaviors exhibited by leaders
Leadership styles
46
Leadership styles examples
*Autocratic
*Human relations
*Laissez-faire
*Democratic
47
Autocratic style
A leader who acts in a command-and-control fashion; focuses on the efficiency of tasks and operations, emphasizes tasks over people
48
A leader who acts in a command-and-control fashion; focuses on the efficiency of tasks and operations, emphasizes tasks over people
Autocratic style
49
Human relations style
A leader who
emphasizes people over task
50
A leader who
emphasizes people over task
Human relations style
51
Laissez-faire style
A leader who has a “do the best you can and don’t bother me” attitude
52
A leader who has a “do the best you can and don’t bother me” attitude
Laissez-faire style
53
Democratic style
A leader who emphasizes both tasks and people
54
A leader who emphasizes both tasks and people
Democratic style
55
Fiedler’s Contingency Model
Good leadership depends on a match or fit between a person’s leadership style (personality) and situational demands
56
Least-preferred co-worker scale
Scale that measures tendencies to behave either as a task-motivated leader (low LPC score) or a relationship-motivated leader (high LPC score)
57
Scale that measures tendencies to behave either as a task-motivated leader (low LPC score) or a relationship-motivated leader (high LPC score)
Least-preferred co-worker scale
58
Contingency Variables to Measure Situational Controls
*Quality of leader-member relations
*Task structure
*Position power
59
Task-motivated style
Successful in favorable high-control situations or unfavorable low-control situations
60
Successful in favorable high-control situations or unfavorable low-control situations
Task-motivated style
61
Relationship-motivated style
Successful in situations of moderate control
62
Successful in situations of moderate control
Relationship-motivated style
63
Delegating
Group takes responsibility for task decisions; low-task, low-relationship
64
Group takes responsibility for task decisions; low-task, low-relationship
Delegating
65
Participating
Share ideas and participative decisions on task directions; low-task, high-relationship
66
Share ideas and participative decisions on task directions; low-task, high-relationship
Participating
67
Selling
Explaining task directions in a supportive and persuasive way; high task, high-relationship
68
Explaining task directions in a supportive and persuasive way; high task, high-relationship
Selling
69
Telling
Giving specific task directions and closely supervising work; high-task, low-relationship
70
Giving specific task directions and closely supervising work; high-task, low-relationship
Telling
71
House’s Path-Goal Leadership Theory
*Directive leadership
*Supportive leadership
*Achievement-oriented leadership
*Participative leadership
72
Hersey-Blanchard Situational Leadership Model
*Delegating
*Participating
*Selling
*Telling
73
Directive leadership
Letting followers know what is expected
74
Letting followers know what is expected
Directive leadership
75
Supportive leadership
Doing things to make work more pleasant
76
Doing things to make work more pleasant
Supportive leadership
77
Achievement-oriented leadership
Setting challenging goals
78
Setting challenging goals
Achievement-oriented leadership
79
Participative leadership
Involving team members in decision-making
80
Involving team members in decision-making
Participative leadership
81
Path-Goal Contingencies
Add value to a situation by shifting between the four leadership styles to contribute to what is missing or needs strengthening
82
Substitutes for leadership
Factors in the work setting that direct work efforts without the involvement of a leader
83
Factors in the work setting that direct work efforts without the involvement of a leader
Substitutes for leadership
84
Authority decision
Decision made by the leader and then communicated to the team
85
Decision made by the leader and then communicated to the team
Authority decision
86
Consultative decision
Decision made by the leader after gathering information from the team
87
Decision made by the leader after gathering information from the team
Consultative decision
88
Group/team decision
Decision by the team
89
Decision by the team
Group/team decision
90
Factors that Govern Decision-Making
*Decision quality
*Decision acceptance
*Decision time
91
Charismatic leaders
Ability to inspire others in exceptional ways
92
Ability to inspire others in exceptional ways
Charismatic leaders
93
Transformational leadership
Using personalities, character, and insight to inspire followers
94
Using personalities, character, and insight to inspire followers
Transformational leadership
95
Emotional intelligence
The ability to understand emotions in yourself and others and use this understanding to handle social relationships effectively
96
The ability to understand emotions in yourself and others and use this understanding to handle social relationships effectively
Emotional intelligence
97
Gender similarities hypothesis
Males and females have similar psychological properties
98
Males and females have similar psychological properties
Gender similarities hypothesis
99
Leadership double bind
Female leader gets criticized when displaying stereotypical male and female leadership characteristics
100
Female leader gets criticized when displaying stereotypical male and female leadership characteristics
Leadership double bind
101
Interactive leadership
A leader who is a strong communicator and acts in democratic and participative ways with followers
102
A leader who is a strong communicator and acts in democratic and participative ways with followers
Interactive leadership
103
Moral leadership
Leadership that adheres to ethical standards
104
Leadership that adheres to ethical standards
Moral leadership
105
Integrity
Act in an honest, credible, and consistent way to put values into action
106
Act in an honest, credible, and consistent way to put values into action
Integrity
107
Moral confidence
Falling prey to an overly positive view of one’s strength of character
108
Falling prey to an overly positive view of one’s strength of character
Moral confidence
109
Authentic leadership
A high level of self-awareness and a clear understanding of personal values
110
A high level of self-awareness and a clear understanding of personal values
Authentic leadership
111
Character leadership
Leaders with values, traits, and virtues that engender credibility and trust
112
Leaders with values, traits, and virtues that engender credibility and trust
Character leadership
113
Drucker’s “Good Old-Fashioned” Leadership
*Define and communicate a clear vision
*Accept leadership as a responsibility
*Surround yourself with talented people
*Don’t balance others when things go wrong
*Keep your integrity; earn the trust of others
*Don’t be clever, be consistent
