Chap 1, 2, 3, 4, 5 ´, 6 Flashcards
Leadership roles
- Figurehead
- Spokesperson
- Negotiator
- Coach and Motivator
- Team Builder
- Team player
- Technical Problem Solver
- Entrepreneur
- Strategic Developer
Types of followers
- Isolates: detached
- Bystanders
- Participants
- Activities
- Diehards
Task-related traits
- Passion
- Emotional intelligence
- Flexibility and adaptation
- Proactive personality
- Mindfulness
- Courage
Building blocks for leadership
Pyramid from:
Competencies, skills and Behaviros
knowledge - experience
Intelligence - personality, traits, and preferences - Values, goals, interests and motives
Triarchic theory of intelligence
- Analytical
- practical
- Creative
- Evidence - leadership effectiveness is associated with analytical IQ
- In some situations, analytical IQ has a curvilinear relations hip with leadership effectiveness
Emotional intelligence
4 dimensions:
- self awareness
- self-management
- Social awareness
- relationship management
EI related to performance: especially jobs with a lots of social interaction
Leadership motives
- power motive
- tenacity
- drive and achievement motive
- Strong work ethics
Successful vs derailed managers
Derailed: managers who become stalled, plateau, demoted or fired
Successful: those who fill the top 10.20 positions inn org; realise their potential
Similarities: bright, outstanding track records, ambitious, identified early, made sacrifices
Managers vs. leaders
L: active, inspirational, long term
M: Reactive, position, short term
Transactional vs. transformational leadership
Transactional L: guides other within an existing system. focuses on exchange relationship. of a manamnet orientation. deals with implement systems, staffing, structure and stability
Transactional vs. transformational leadership
Transactional L: guides other within an existing system. focuses on exchange relationship. of a manamnet orientation. deals with implement systems, staffing, structure and stability
transformational: -Idealised influence - inspirational motivation - intellectual simulation - individual consideration
Charismatic leadership &..
Charismatic L: a leader who uses personal abilities and talents to produce profound and extraordinary effects on followers.
- Socialised, Personalised & Celebrity
Situational Characteristics
- Crisis
- task interdependence
- social network
- Other situational characteristics (innovative, downsizing, time)
Leadership Qualities (IBM study)
- Creativity (60%)
- integrity (52%)
- global thinker 35%
- induce 305
- openness 28%
- dedication 26%
- focus on sustainability 26%
Behavior theories
Lewins 3 basic types
- autocratic, democratic, laissez-faire
Uni of Michigan
- production-centered & employee-entered
Ohio state studies
- initiating structure & consideration
- 2 dimensions are independent
Scandinavian studies:
- 3rd dimension: development-oriented behaviour
Task-related attitudes and behaviors
- adaptability to the situation
- adapatbility reflexes the contingency viewpoint: a tactic is chosen based on the unique circumstances at hand - direction setting
- direction setting is part of creating a vision and a component of strategy - high performance standards
- people tend to live uo to the expectations of their superiors. this is called Pygmalion effect - concentrating on strength of group member
- make good use of the strengths of group members rather than concentrating efforts on patching up areas for improvement - risk taking with execution of plans
- the leader must take risks and be willing to implement those risky decisions.
knowledge of the business are important
Task-related attitudes and behaviors
- adaptability to the situation
- adapatbility reflexes the contingency viewpoint: a tactic is chosen based on the unique circumstances at hand - direction setting
- direction setting is part of creating a vision and a component of strategy - high performance standards
- people tend to live uo to the expectations of their superiors. this is called Pygmalion effect - concentrating on strength of group member
- make good use of the strengths of group members rather than concentrating efforts on patching up areas for improvement - risk taking with execution of plans
- the leader must take risks and be willing to implement those risky decisions. - hands on guidance and feedback
- technical competence and knowledge of the business are important L characteristics - ability to ask though Q
- organising for collaboration
Relationship-oriented attitudes and behaviors
- aligning ppl
- openness to work opinions
3 creating inspiration and visability
4 satisfying higher level needs
5 giving emotional support and encouragement
6 promoring principles and values
7 reducing task ambiguity
Relationship-oriented attitudes and behaviors
- aligning ppl
- openness to work opinions
3 creating inspiration and visability
4 satisfying higher level needs
5 giving emotional support and encouragement
6 promoring principles and values
7 reducing task ambigity
Servant leadership
- place servie before self interest
- listen first
- inspire trust
- ficus on what is feasable
- lend a hand
- provide emotional healing
- role model
- focus on employee growth
Participative leadership
- consulatative
- Consesus
- Democratic
Entrepreneurial leadership
An entrepreneur is a person who founds and operates an innovative buisness
Male vs. female leaders
second gen women succeeds bc of feminin characteristics
- women have changed
2 leadership roles have changed
3 organisational practice have changed
4 culture has changed
Situational leadership theories (Fiedler, Path-goal, Hersey-Blanchard)
Fidler: curvilinear relationship
pathgoal: four boxes:
1. supportive, directive, achievement oriented and participative
Hersly & Blanchard;
