Ch 12 Leadership in Organizational Settings Flashcards
4 perspectives of leadership
- transformational
- managerial
- implicit
- personal attributes
Leadership
Influencing, motivating, and enabling others to contribute toward the effectiveness and success of the organizations of which they are members.
Shared Leadership
The view that leadership is a role, not a position assigned to one person; consequently, people within the team and organization lead each other.
Shared leadership flourishes in organizations were the formal leader are willing to __________ and encourage employees to ___________
1) delegate power
2) to take initiatives without fear of failure
Transformational Leadership
A leadership perspective that explains how leaders change teams or organizations by creating, communicating, and modelling a vision for the organization or work unit and inspiring employees to strive for that vision.
Elements of Transformational Leadership
1) Build commitment to the vision
2) Develop/Communicate a strategic vision
3) Encourage experimentation
4) Model the vision
A vision
a positive representation of a future state that energizes and unifies employees
- challenging
- abstract
- describes an aspirational future with a higher purpose
- values- based
Learning Orientation
A set of collective beliefs and norms that encourage people to question past practices, learn new ideas, experiment putting ideas into practice, and view mistakes as part of the learn- ing process.
Leaders demonstrate a “can do” attitude by ______________. This persistence and consistency reflect an image of ____________ . By encouraging experimentation, leaders involve employees in the change process so it is a _________. Leaders also build commitment through __________ as employees pass milestones along the road to _____________.
1) enacting and behaving consistently with their vision
2) honesty, trust, and integrity.
3) collective activity
4) rewards, recognition, and celebrations
5) the desired vision
Concerns about transformational leadership
1) it engages in circular logic
2) theories combine leader behaviours with the personal characteristics of leaders.
3) usually described as a universal concept, that is, it should be applied in all situations
- - - better suited for a rapidly changing external environment than for a stable one
Managerial Leadership
daily activities that support and guide the performance and well-being of individual employees and the work unit toward current objectives and practices
2 managerial leadership styles
- task oriented
- people oriented
both are important
Task oriented leadership
- assigning employees to specific tasks,
- setting goals and deadlines,
- clarifying work duties and procedures,
- defining work procedures,
- planning work activities.
People oriented leadership
- listening to employees for their opinions and ideas,
- creating a pleasant physical work environment,
- showing interest in staff,
- complimenting and recognizing employees for their effort,
- showing consideration of employee needs.
Servant Leadership
an extension or variation of people-oriented leadership because it defines leadership as serving others.
3 key features of servant leadership
1) Natural desire or “calling” to serve others.
2) Humble, egalitarian, accepting relationship with followers
3) Ethical decisions and behaviour
Path goal leadership theory
A leadership theory stating that effective leaders choose the most appropriate leader- ship style(s), depending on the employee and situation, to influence employee expectations about desired results and their positive outcomes
4 leadership styles
1) directive
2) supportive
3) participative
4) achievement-oriented
Leadership Substitutes theory
A theory identifying conditions that either limit a leader’s ability to influence subordinates or make a particular leadership style unnecessary.
Implicit Leadership Theory
A theory stating that people evaluate a leader’s effectiveness in terms of how well that person fits preconceived beliefs about the features and behaviours of effective lead- ers (leadership prototypes), and that people tend to inflate the influence of leaders on organizational events.
Implicit leadership perspective has 2 components
1) leadership prototypes
2) the romance of leadership
Leadership Prototypes
preconceived beliefs about the features and behaviours of
effective leaders
The romance of leadership
followers tend to inflate the perceived influence of leaders on the organization’s success.
8 Important Leadership Attributes
1) personality
2) self concept
3) leadership motivation
4) drive
5) integrity
6) knowledge of the business
7) cognitive and practical intelligence
8) emotional intelligence
