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leadership > Chap 1, 2, 3, 4, 5 ´, 6 > Flashcards

Chap 1, 2, 3, 4, 5 ´, 6 Flashcards

1
Q

Leadership roles

A
  • Figurehead
  • Spokesperson
  • Negotiator
  • Coach and Motivator
  • Team Builder
  • Team player
  • Technical Problem Solver
  • Entrepreneur
  • Strategic Developer
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2
Q

Types of followers

A
  • Isolates: detached
  • Bystanders
  • Participants
  • Activities
  • Diehards
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3
Q

Task-related traits

A
  • Passion
  • Emotional intelligence
  • Flexibility and adaptation
  • Proactive personality
  • Mindfulness
  • Courage
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4
Q

Building blocks for leadership

A

Pyramid from:

Competencies, skills and Behaviros

knowledge - experience

Intelligence - personality, traits, and preferences - Values, goals, interests and motives

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5
Q

Triarchic theory of intelligence

A
  1. Analytical
  2. practical
  3. Creative
    - Evidence - leadership effectiveness is associated with analytical IQ
    - In some situations, analytical IQ has a curvilinear relations hip with leadership effectiveness
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6
Q

Emotional intelligence

A

4 dimensions:

  • self awareness
  • self-management
  • Social awareness
  • relationship management

EI related to performance: especially jobs with a lots of social interaction

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7
Q

Leadership motives

A
  • power motive
  • tenacity
  • drive and achievement motive
  • Strong work ethics
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8
Q

Successful vs derailed managers

A

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

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9
Q

Managers vs. leaders

A

L: active, inspirational, long term

M: Reactive, position, short term

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10
Q

Transactional vs. transformational leadership

A

Transactional L: guides other within an existing system. focuses on exchange relationship. of a manamnet orientation. deals with implement systems, staffing, structure and stability

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11
Q

Transactional vs. transformational leadership

A

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

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12
Q

Charismatic leadership &..

A

Charismatic L: a leader who uses personal abilities and talents to produce profound and extraordinary effects on followers.
- Socialised, Personalised & Celebrity

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13
Q

Situational Characteristics

A
  • Crisis
  • task interdependence
  • social network
  • Other situational characteristics (innovative, downsizing, time)
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14
Q

Leadership Qualities (IBM study)

A
  • Creativity (60%)
  • integrity (52%)
  • global thinker 35%
  • induce 305
  • openness 28%
  • dedication 26%
  • focus on sustainability 26%
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15
Q

Behavior theories

A

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

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16
Q

Task-related attitudes and behaviors

A
  1. adaptability to the situation
    - adapatbility reflexes the contingency viewpoint: a tactic is chosen based on the unique circumstances at hand
  2. direction setting
    - direction setting is part of creating a vision and a component of strategy
  3. high performance standards
    - people tend to live uo to the expectations of their superiors. this is called Pygmalion effect
  4. 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
  5. 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

17
Q

Task-related attitudes and behaviors

A
  1. adaptability to the situation
    - adapatbility reflexes the contingency viewpoint: a tactic is chosen based on the unique circumstances at hand
  2. direction setting
    - direction setting is part of creating a vision and a component of strategy
  3. high performance standards
    - people tend to live uo to the expectations of their superiors. this is called Pygmalion effect
  4. 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
  5. risk taking with execution of plans
    - the leader must take risks and be willing to implement those risky decisions.
  6. hands on guidance and feedback
    - technical competence and knowledge of the business are important L characteristics
  7. ability to ask though Q
  8. organising for collaboration
18
Q

Relationship-oriented attitudes and behaviors

A
  1. aligning ppl
  2. 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
19
Q

Relationship-oriented attitudes and behaviors

A
  1. aligning ppl
  2. 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
20
Q

Servant leadership

A
  • 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
21
Q

Participative leadership

A
  • consulatative
  • Consesus
  • Democratic
22
Q

Entrepreneurial leadership

A

An entrepreneur is a person who founds and operates an innovative buisness

23
Q

Male vs. female leaders

A

second gen women succeeds bc of feminin characteristics

  1. women have changed
    2 leadership roles have changed
    3 organisational practice have changed
    4 culture has changed
24
Q

Situational leadership theories (Fiedler, Path-goal, Hersey-Blanchard)

A

Fidler: curvilinear relationship

pathgoal: four boxes:
1. supportive, directive, achievement oriented and participative

Hersly & Blanchard;

25
Q

LMX

A

In groups; more responsibility, more rewards, more attention

  • members are more satisfied have lower turnover and higher commitment, more self-efficiency, more creativity.
26
Q

Crisis leadership

A
  • be decisive- lead with compassion
  • think strategically (big pic)
  • communicate widely about the problem
  • reestablish the usual work routine
  • stick with constuctive core values
  • divide major problems into smaller chuncks
  • avoid a circle the wagon mentality
  • display optimism
  • prevent crisis through disaster planning
  • stay calm and provide stable performance
  • be a transfomational leader

leadership (2 decks)

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