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Organizational Behavior > CH 12. Leadership > Flashcards

CH 12. Leadership Flashcards

1
Q

Leadership

A

The abiliity to influence a group toward the achievement of a vision or set of goals

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2
Q

What are the Theories of Leadership?

A

Trait Theories of Leadership
Behavioral Theories of Leadership
Fiedler Contingency Model
Situational Leadrship (STL)
Path-Goal Theory
The Leader-Participation Model
Leader-Member Exchange (LMX) Theory
Charismatic Leadership Theory (Jack Ma)
Authentic Leadership
Transational Leadership
Transformational Leadership
Servant Leadership
Mentorship
Attribution Leadership Theory
Positive Leadership

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3
Q

Trait Theories of Leadership

A

Focus on personal qualities and characteristics
Leadership emergence and effectiveness are often evaluated separately trait studies

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4
Q

Behavioral Theories of Leadership

A

Imply we can train people to be leaders:
Initiating structure (define and structure roles to reach goals)
Consideration (defined by mutual trust for ideas and feelings)

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5
Q

Fiedler Contingency Model

A

Group performance depends on the proper match between leaders style and degree to which the situation gives the leader control

The least preferred coworker(LPC) questionnaire identifies whether a person is task-oriented or relationship-orientated by asking respondents to think of all the coworkers they have ever had and describe the one they least enjoyed working with

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6
Q

Least Preferred Coworker (LPC) Category 1

A

Favorable; Relationship oriented and Task orientated

Leader-member relations: Good
Task structure: High
Position power: Strong

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7
Q

Least Preferred Coworker (LPC) Category 2

A

Favorable; Relationship oriented and Task orientated
Leader-member relations: Good
Task structure: High
Position power: Weak

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8
Q

Least Preferred Coworker (LPC) Category 3

A

Favorable; Relationship oriented and Task orientated

Leader-member relations: Good
Task structure: Low
Position power: Strong

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9
Q

Least Preferred Coworker (LPC) Category 4

A

Moderate with Poor; Relationship oriented and Task orientated

Leader-member relations: Good
Task structure: Low
Position power: Weak

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10
Q

Least Preferred Coworker (LPC) Category 5

A

Moderate; Relationship oriented and Task orientated

Leader-member relations: Poor
Task structure: High
Position power: Strong

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11
Q

Least Preferred Coworker (LPC) Category 6

A

Unfavorable; Relationship oriented and Task orientated

Leader-member relations: Poor
Task structure: High
Position power: Weak

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12
Q

Least Preferred Coworker (LPC) Category 7

A

Unfavorable; Relationship oriented and Task orientated

Leader-member relations: Poor
Task structure: Low
Position power: Strong

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13
Q

Least Preferred Coworker (LPC) Category 8

A

Unfavorable; Relationship oriented and Task orientated

Leader-member relations: Poor
Task structure: Low
Position power: Weak

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14
Q

Path-Goal Theory

A

Extracts elements from researcch on initiating structure and consideration, and on the expectancy theory of motivation. It’s the leader’s job to provide followers with information, support, or other resources necessary to achieve goals.

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14
Q

Situational Leadership Theory (STL)

A

Focuses on followers suggesting successful leadership depends on selecting the right leadership style contingent on follower readiness, the extent to which followers are willing and able to accomplish a specific task.
-New recruit = hight contact/high direction
-Experienced worker = low contact/low direction

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15
Q

The Leader-Participation Model

A

Relates leadership behavior to subordinate participation in decision making

16
Q

Leader-Member Exchange (LMX) Theory

A

Argues that because of time pressures, leaders establish a special relationship with a small group of their followers. Ingroup (Playing favorites)

17
Q

Charismatic Leadership Theory (Jack Ma)

A

Followers attribute heroic or extraordinary leadership abilities when they observe certain behaviors and tend to give these leaders power

18
Q

Authentic Leadership

A

Focuses on the moral aspects of being a leader. Authentic leaders know who they are, know what they believe in, and act on those values and beliefs openly and candidly. Their followers consider them ethical people

19
Q

Transational Leaders

A

Leaders who guide or motivate their followers in the direction of established goals by clarifying role and task requirements

20
Q

Transformational Leaders

A

Leaders who inspire followers to trancend their own self-interests and who are capable of having a profound and extraordinary effect on followers

21
Q

What does Transational Leadership look like?

A

Contingent Reward
Management by Exception (active)
Management by Expeption (passive)
Laissez-Faire

22
Q

What does Transformational Leadership look like?

A

Idealized Influence
Inspirational Motivation
Intellectual Stimulation
Individual Consideration

23
Q

Contingent Reward

A

Contracts exchange of rewards for effort, promises rewards for good performance, recognizes accomplishments

24
Q

Management by Exception (active)

A

Watches and searches for deviations from rules and standards, takes corrective action

25
Q

Management by Expeption (passive)

A

Intervenes only if standards are not met

26
Q

Laissez-Faire

A

Abdicates responsibilities

27
Q

Idealized Influence

A

Provides vision and sense of mission, instills pride, gains respect and trust

28
Q

Inspirational Motivation

A

Communicates high expectations, uses symbols to focues efforts, expresses important purposes in simple ways

29
Q

Intellectual Stimulation

A

Promotes intelligence, rationaliy, and careful problem solving

30
Q

Individual Consideration

A

Gives personal attention, treats each employee individually, coaches, advises

31
Q

What are three benefits of Transactional Leadership?

A

Higher efficiency
Role Clarity
Goal Oriented

32
Q

What are three benefits of Transformational Leadership?

A

Lower Turnover
High Productivity
Lower Job Stress

33
Q

Servant Leadership

A

A leadership style marked by going beyond the leader’s own self-intrest and instead focusing on opportunities to help followers grow and develop

34
Q

Leadership through Mentorship

A

A senior employee who sponsors and supports a less-experienced employee, a protege

35
Q

Attribution Leadership Theory

A

A leadership theory that says that leadership is merely an attribution that people make about other individuals

36
Q

Positive Leadership

A

Trust; positive expectations for how things are turning out
Trust propensity
Effective leadership is built on the trust of leaders and followers. Trust propensity refers to how likely a particular employee is to trust a leader

Organizational Behavior (14 decks)

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