Chapter 10: Leadership and Organization Culture Flashcards
This defines how decisions are made, teams are motivated, and objectives are achieved within a company or institution.
It plays a fundamental role in shaping an entity’s culture, productivity, and overall success.
Organizational leadership.
Plays a crucial role in shaping organizational behavior.
Leadership.
The idea that people who become leaders possess traits or characteristics different from people who do not become leaders.
Leader emergence.
Four (4) characteristics of people who are more likely to emerge as leaders.
- High openness
- High conscientiousness
- High extraversion
- Low neuroticism
People who adapt their behaviors to social situations.
High self-monitors.
People with an affective ______ become leaders because they enjoy being in charge and leading others.
Identity motivation.
People with ______ seek leadership positions when they perceive that such positions will result in personal gain.
Non-calculative motivation.
People with ______ become leaders out of a sense of duty.
Social-normative motivation.
This refers to the idea that leaders who perform well possess certain characteristics that poorly performing leaders do not.
Leader performance.
This kind of leader acts in a warm and supportive manner and shows concern for their subordinates.
Person-oriented leader.
This kind of leader defines and structures their own roles and those of their subordinates to attain the group’s formal goals.
Task-oriented leader.
Three (3) major causes of poor leader behavior.
- Lack of leadership training
- Cognitive deficiencies
- Personality of the leader
This type of unsuccessful leader has deeply rooted, but perhaps unconscious, resentment and anger.
Paranoid / passive-aggressive leader.
This type of unsuccessful leader is insecure and seldom rocks the boat or causes trouble.
High-likability floater.
This type of unsuccessful leader overcomes their insecurity by overconfidence.
Narcissist.
A leader who has this style provides information in a climate of ignorance, where important information is missing from the group.
Informational Style in a Climate of Ignorance.
A leader with this style leads through energy and optimism and is effective only
in a climate of despair, which is characterized by low morale.
Magnetic Style in a Climate of Despair.
A person who uses this style leads by virtue of the power inherent in that position. Individuals who use this style will be effective only in climates of instability.
Position Style in a Climate of Instability.
A person with this style leads by liking and caring about others. A leader using this style will be most effective in a climate of anxiety or when worry predominates.
Affiliation Style in a Climate of Anxiety.
A person using this style leads by controlling reward and punishment and is most effective in a climate of crisis.
Coercive Style in a Climate of Crisis.
A leader with this style leads through the use of strategy and is most effective in a climate of disorganization.
Tactical Style in a Climate of Disorganization.
According to House’s path-goal theory, a leader can adopt one of four (4) behavioral leadership styles to handle situations, which are?
- Instrumental style
- Supportive-style
- Participative-style
- Achievement-oriented style
Calls for planning, organizing, and controlling the activities
of employees.
Instrumental style.
Shows concern for employees.
Supportive-style.
Shares information with employees and lets them participate in decision-making.
Participative-style.
Sets challenging goals and rewards increases in performance
Achievement-oriented style.