Ch. 13 - Leadership Styles & Behaviours Flashcards
Leadership
The use of power and influence to direct the activities of followers toward goal achievement
What measures are used to judge leader effectiveness?
Objective evaluations of unit performance
Focus on followers (eg. absenteeism, retention of talented employees)
Employee surveys on the perceived performance of the leader
Leader-member exchange theory (LMX)
A theory describing how leader-member relationships develop over time on a dyadic basis
Role Taking
The phase in a leader-follower relationship when a leader provides an employee with job expectations and the follower tries to meet those expectations. Often used for new members
Role Making
The phase in a leader-follower relationship when a follower voices their own expectations for the relationship, resulting in a free-flowing exchange of opportunities and resources for activity and effort
Leader effectiveness
The degree to which the leader’s actions result in:
Achievement of the unit’s goals
Continued commitment of the unit’s employees
Development of mutual trust, respect, and obligation in leader-member dyads
Leader emergence
The process of becoming a leader in the first place
What two characteristics are linked to leader emergence but not leader effectiveness
High conscientiousness
Low agreeableness
What are the 4 leader decision-making styles?
Autocratic Style
Consultative Style
Facilitative Style
Delegative Style
Time-driven model of leadership
Focuses on autocratic, consultative, facilitative, and delegative situations rather than leaders. Several factors combine to make some decision making styles more effective than others in a given situation
According to the time-driven model of leadership, what factors influence the effectiveness of a leadership style?
Decision Significance
Importance of Commitment
Leader Expertise
Likelihood of Commitment
Shared Objectives (between employees and leader)
Employee Expertise
Teamwork Skills
How often does following the time-driven model of leadership result in effective decisions (in percentage)?
68% of the time
(not following the model resulted in effective decisions 22% of the time)
What leadership styles are overused and underused?
Leaders overuse consultative styles and underutilize autocratic and facilitative styles
Initiating Structure
A pattern of behaviour in which the leader defines and structures the roles of employees in pursuit of goal attainment
Consideration
A pattern of behaviour in which the leader creates job relationships characterized by mutual trust, respect for employee ideas, and consideration of employee feelings
Life Cycle Theory of Leadership
A theory stating that the optimal combination of initiating structure and consideration depends on the readiness of the employees in the work unit
Readiness
The degree to which employees have the ability and willingness to accomplish their specific tasks. Can be expressed in terms of four snapshots: R1-R4.
Telling
When the leader provides specific instructions and closely supervises performance (high initiating structure, low consideration). R1 Stage
Selling
When the leader explains key issues and provides opportunities for clarification (high initiating structure, high consideration). R2 Stage
Participating
Leader behaviour in which the leader shares ideas and tries to help the group conduct its affairs (low initiating structure, high consideration). R3 Stage
Delegating
Leader behaviour in which the leader turns responsibility for key behaviours over to employees (low initiating structure, low consideration). R4 Stage
Transformational Leadership
A pattern of behaviours that inspire followers to commit to a shared vision that provides meaning to their work and sets the leader up as a role model who helps followers reach their goals
Laissez-Faire Leadership
A type of leadership in which the leader avoids leadership duties altogether
Transactional Leadership
A pattern of behaviour in which the leader rewards or disciplines the follower on the basis of performance
