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Organizational Management > Ch 11 > Flashcards

Ch 11 Flashcards

1
Q

Leader

A

change; leading people; followers; long-term; vision

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2
Q

Mangager

A

stability; managing work; subordinates; short-term; objectives; plans detail

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3
Q

Sources of power

A

legitimate–> reward–> coercive–> expert–> referent

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4
Q

Trait theory

A
  • research focused on identifying personal characteristics that differentiated leaders from non leaders
  • later research on the leadership process identified seven traits associated with successful leadership
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5
Q

behavioral theories

A

production oriented
employee oriented
Blake and Mouton’s managerial grid

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6
Q

Production oriented

A

emphasizing task accomplishment

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7
Q

Employee oriented

A

emphasizing personal relationships

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8
Q

Contingency theories

A

Fiedler’s model

House’s path-goal model

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9
Q

Fiedler’s model

A

leadership facts: relationship-oriented; task-oriented leadership behavior
Situational factors: leader-member relations; task structure; position power

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10
Q

House’s path-goal model

A

match between leader’s style (directive, supportive, participative, achievement oriented), nature of followers, and the enviornment

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11
Q

7 traits associated with leadership

A 
1- drive
2- desire to lead
3- honesty and integrity
4- self-confidence
5- intelligence
6- job-relevant knowledge
7- extraversion
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12
Q

Drive

A

leaders exhibit a high effort level
they have a relatively high desire for achievement; they are ambitious; they have a lot of energy; they are tirelessly persistent in their activities; and they show initative

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13
Q

Desire to Lead

A

leaders have a strong desire to influence and lead others; they demonstrate the willingness to take responsibility

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14
Q

Honesty and integrity

A

leaders build trusting relationships between themselves and followers by being truthful or non deceitful and by showing high consistency between word and deed

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15
Q

Self-confidence

A

followers lock to leaders for an absence of self-doubt; leaders need to show self-confidence in order to convince followers of the rightness of their goals and decisions

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16
Q

intelligence

A

leaders need to be intelligent enough to gather, synthesize, and interpret large amounts of information, and they need to be able to create visions, solve problems, and make correct decisions

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17
Q

job-relevant knowledge

A

effective leaders have a high degree of knowledge about the company, industry, and technical matters. In-depth knowledge allows leaders to make well-informed decisions and to understand the implications of those decisions

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18
Q

Extraversion

A

leaders are energetic, lively people; they are sociable, assertive, and rarely silent or withdrawn

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19
Q

Country club management

A

thoughtful attention to needs of people for satisfying relationship leads to a comfortable friendly organization atmosphere and work temp

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20
Q

Team Management

A

work accomplished is from committed people, interdependence through a common stake in organization purpose leads to relationships of trust and respect

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21
Q

Middle-of-the-road managment

A

adequate organization performance is possible through balancing the necessity to get out work with maintaining morale of people at a satisfactory level

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22
Q

Task management

A

efficiency in operations results from arranging conditions of work in such a way that human elements interfere to a minimum degree

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23
Q

Impoverished management

A

exertion of minimum effort to get required work done in appropriate to sustain organization membership

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24
Q

Leader behavior in house’s path-goal model

A

directive; supportive; participative; achievement oriented

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25
Q

environmental contingency factors (house)

A

task structure; formal authority system; work group

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26
Q

Outcomes (House)

A

performance; satisfaction

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27
Q

Subordinate contingency factors (house)

A

locus of control, experience, perceived ability

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28
Q

Korean leaders

A

expected to be paternalistic towards employees

29
Q

Arab leaders

A

who show kindness or generosity without being asked to do so are seen by other Arabs as weak

30
Q

Japanese leaders

A

expected to be humble and speak frequently

31
Q

Scandinavian and dutch leaders

A

who single out individuals with public praise are likely to embarrass, not energize, those individuals

32
Q

Effective leaders in Malaysia

A

expected to show compassion while using more of an autocratic than a participative syle

33
Q

Effective German leaders

A

characterized by high performance orientation, low compassion, low self-protection, low team orientation, high autonomy, and high participation

34
Q

Contemporary views on leadership

A

Leader: New traits and behaviors (EI)
Situational followers: new context
followers: different characteristics and needs

35
Q

Contemp views on leadershipp

A
  • vision to motivate talented employees and provide direction
  • effective communication to lead and manage through changing environment
  • ethics, values, and social responsibility to attract best workforce and customers
  • provide opportunity for meaningful, stimulating, and challenging work
  • ability to adapt leadership to different cultures, situations, and people
36
Q

Transformational styles

A

more successful in the long-term and are cross-culturally effective

  • inspire followers to transcend their self-interests for the good of the organization
  • they have a profound and extraordinary effect on the followers
  • the encourage and inspire through vision and communication
37
Q

Transactional leaders

A
  • leaders who guide or motivate their followers to achieve goals by offering rewards or punishments in exchange for employee effort/inputs
  • clarify roles and tasks and set high standards of performance
  • focus more on productivity and targets
38
Q

How transformational leaders influence

A
  • individual consideration
  • intellectual stimulation
  • inspirational motivation
  • idealized influence
39
Q

Individual consideration

A

“each one of you has the opportunity here to grow and excel”

  • appreciating and regarding employee effort
  • making everyone feel important
40
Q

intellectual stimulation

A

“let me describe the great challenges that we can conquer together”

  • encouraging creativity and risk taking
  • giving challenging goals
41
Q

Inspirational motivation

A

“let me share a vision that transcends us all”

  • proving a stimulation vision that transcends organization
  • inspire employees to achieve great things
42
Q

Idealized Influence

A

“we are here to do the right thing”

  • inspire through values, integrity, honesty, and character
  • walk the talk
43
Q

Charismatic Leadership

A

transformational leadership

  • followers make attributions of heroic or extraordinary leadership abilities when they observe certain behaviors
  • leaders exhibit behaviors that are out of the ordinary
  • use emotions, personal charisma, and passionate communication to convey the vision and motivate
44
Q

Servent and moral leaders

A
  • moral and servant leaders exhibit extraordinary courage and humility even in face of great personal and social challenges
  • use values, compassion, and kindness to inspire and influence
  • view themselves as individuals with a purpose to serve others
45
Q

Qualities of a servant and moral leader

A
  • value diverse opinions
  • cultivate a culture of trust
  • help people with life issues
  • encourage inclusion
  • think you, not me
  • think long-term
  • act with humility
46
Q

Transformational Leadership;;Global implications

A

-certain types of leadership behaviors work better in some cultures than in others
–seems to work across cultures
focus is on:
-vision and foresight
-providing encouragement
-trustworthiness
-dynamic, positive, and proactive traits
-integrity, values, and social responsibility

47
Q

Coercive power

A

achieves influence by punishment

48
Q

legitimate power

A

achieves influence by formal authority

49
Q

Expert power

A

achieves influence by special knowledge

50
Q

Laissez-faire

A

leader is disengaged, showing low task and people concerns

51
Q

transactional leader book

A

directs the efforts of others through tasks, rewards, and structures

52
Q

transformational leader book

A

inspirational and arouses extraordinary effort and performance

53
Q

Emotional Intelligence

A

measure of a person’s ability to manage emotions in leadership and social relationships

54
Q

when managers use offers of rewards and threats of punishments to try to get others to do what they want them to do, they are using which type of power?

A

positon

55
Q

when a manager says, “because I am the boss, you must do what I ask,” what power base is being put into play?

A

legitimage

56
Q

the personal traits that are now considered important for managerial success include ___

A

self-confidence

57
Q

in the research on leader behaviors, which style of leadership describes the preferred “high-high” combination?

A

democratic

58
Q

In Fiedler’s contingency model, both highly favorable and highly unfavorable leadership situations are best dealth with by a ___-motivated leadership style

A

task

59
Q

which leadership theorist argues that one’s leadership style is strongly anchored in personality and therefore very difficult to change?

A

Fred Fiedler

60
Q

Vision, charisma, integrity, and symbolism are all attributes typically associated with ___ leaders

A

transformational

61
Q

In terms of leadership behaviors, someone who focuses on doing a very good job of planning work tasks, setting performance standards, and monitoring results would be described as

A

task oriented

62
Q

in the discussion of gender and leadership, it was pointed out that some perceive women as having tendencies toward___ a style that seems a good fit with developments in the new workplace

A

interactive leadership

63
Q

In House’s path-goal theory, a leader who sets challenging goals for others would be described as using the ___ leadership style

A

achievement-oriented

64
Q

SOmone who communicates a clear sense of the future and the actions needed to get there is considered a ___ leader

A

visionary

65
Q

Managerial power=

A

Position power x personal power

66
Q

The interactive leadership style is characterized by ____

A

inclusion and information sharing

67
Q

A leader whose actions indicate an attitude of “do as you want and don’t bother me” would be described as having a ____ leadership style

A

Laissez-faire

68
Q

The critical contingency variable in the Hersey-Blanchard situation model of leadership is ____

A

follower maturity

Organizational Management (9 decks)

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