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ORGS - INTL 2300 > Chapter 11 > Flashcards

Chapter 11 Flashcards

1
Q

Leadership

A

ability to influence a group toward the achievement of a set of goals

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2
Q

Trait Theories

A

theories that consider personal qualities and characteristics that differentiate leaders from nonleaders
- using big five personality traits to organized leadership characteristics became the most predictive model

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3
Q

Big Five Trait Theory Application

A

EXTRAVERSION = most predictive trait of effective leadership
- strongly related to how leaders emerge (social/dominant people are more likely to assert themselves)
- high assertiveness is less effective than low-moderate assertiveness
CONSCIENTIOUSNESS = related to leader’s self efficacy, people are more likely to follow someone confident they are going in the right direction
EMOTIONAL INTELLIGENCE = empathy, influence feelings and actions of peers

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4
Q

Behavioural Theories of Leadership

A

theories that propose that specific behaviours differentiate leaders from nonreaders

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5
Q

initiating structure

A

the extent to which a leader is likely to define and structure his or her role and the roles of employees in order to attain goals

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6
Q

consideration

A

the extent to which a leader is likely to have hob relationships characterized by mutual trust, respect for employees ideas and regard for their feelings

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7
Q

The Michigan Studies

A
  • locate behavioural characteristics of leaders that appeared related to performance effectiveness
    1. employee-oriented leaders
    2. production-oriented leaders
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8
Q

employee-oriented leader

A

a leader who emphasizes interpersonal relations

  • similar to consideration
  • leaders are more motivated, satisfied with their jobs, have more respect
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9
Q

production-oriented leader

A

a leader who emphasizes the technical or task aspects of the job

  • similar to initating structure
  • higher productivity, positive performance evals,
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10
Q

Fieldler contingency model

A

a leadership theory that proposes that effective group performance depends on the proper match between the leader’s style and the degree to which the situation gives the leader control

  • Fieldler assumed that leadership style is fixed
  • LPC determines leadership style and then you fit leader to situation
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11
Q

LPC

A

Least Preferred Coworker Survey

- determine whether individuals are relationship-oriented or task-oriented

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12
Q

Fieldler’s Dimensions of Analysis for Situation

A
  1. Leader-Member Relations (degree of confidence, trust and respect for leader)
  2. Task Structure (job assignments are procedurized or structured)
  3. Position Power (influence of leader on power-based activities such as hiring, firing, promotions etc)
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13
Q

What situation does the leader have the most control?

A
  1. better leader-member relations
  2. highly structured job
  3. strong position of power
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14
Q

When do task-oriented leaders perform best?

A
  • situations of high and low control
  • high control = leader can get away with task orientation as relationships are good and followers are easily influenced
  • low control = task orientation is the only possible way to get something done
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15
Q

When do relationship-oriented leaders perform best?

A
  • situations of moderate control

- smooth way of getting things done

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16
Q

How to improve leader’s effectiveness (according to Fieldler)?

A
  1. Change the leader to fit the situation

2. Change the situation to fit the leader

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17
Q

Situational Leadership

A

Hersey and Blanchard
SL = a leadership theory focuses on the readiness of followers
- leaders choose ¼ behaviours based on follower readiness

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18
Q

Unable/Unwilling Follower

A

= leader needs clear and specific directions
= display high task-orientation, to compensate for lack of ability and high relationship-orientation to get employees to ‘buy in’ to the leader’s desires

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19
Q

Able/Willing Follower

A

= supportive and participative style

= leader does not have to do much

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20
Q

SL Critics

A
  • internal ambiguities and inconsistencies in model

- problems with research methodology

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21
Q

Fieldler Critics

A
  • logic of LPC is not understood and scores are inconsistent
  • contingency variables are complex and difficult to assess
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22
Q

Fieldler Critics

A
  • logic of LPC is not understood and scores are inconsistent
  • contingency variables are complex and difficult to assess
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23
Q

Path-Goal Theory

A

a leadership theory that says it is the leader’s job to assist followers in attaining their goals and to provide the necessary direction and/or support to ensure that their goals are compatible with the overall objectives of the group or organization
- identify/clarify follower’s path to their work goals and make journey easier by reducing road blocks

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24
Q

How to be an effective leader when using Path-Goal Theory (guidelines)?

A
  1. Determine outcomes subordinates want (good pay, autonomy, security etc)
  2. Reward individuals with desired outcomes (good performance incentive)
  3. Let individuals know what they need to do to receive rewards (path to the goal, remove any barriers to high performance, express confidence)
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25
Q

Four Leadership Behaviours (Path-Goal Theory)

A
  1. Directive Leader
  2. Supportive Leader
  3. participative Leader
  4. Achievement-Oriented Leader
26
Q

Directive Leader

A
  • lets followers know what is expected of them, schedules to be done, gives specific guidance as to how to accomplish tasks
  • similar to initiating structure
  • best when individuals;s have difficulty doing tasks or they are ambiguous
  • not helpful with motivated and skilled employees
27
Q

Supportive Leader

A
  • friendly, shows concern
  • similar to consideration
  • recommended when employees under stress or need support
28
Q

Participative Leader

A
  • consults followers and takes suggestions

- most appropriate when individuals need to buy in to decisions

29
Q

Achievement Oriented Leader

A
  • sets challenging goals and expects high performance
  • works well with individuals who like challenges and are highly motivated
  • less effective with stressed or less capable people
30
Q

substitutes for leadership

A

= replace the need for a leader’s support or ability to create structure
- can be characteristics of individual, job or organization
EXAMPLES:
1. JOB: Highly Structured Task > substitutes task-oriented leadership
2. INDIVIDUAL: Experience/Training > sub task-oriented
3. ORGANIZATION: Cohesive Work Groups > sub task oriented and relationship-oriented leadership

31
Q

neutralizers

A

= make it impossible for leader behaviour to make any difference on follower outcomes
EXAMPLE: An individual’s “Indifference to rewards” > neutralizes relationship-oriented and task oriented leadership

32
Q

Charismatic Leadership Theory

A

A leadership theory that states that followers make attributions of heroic or extraordinary leadership abilities when they observe certain behaviours

33
Q

Key Characteristics of Charismatic Leaders

A
  1. Vision and Articulation
  2. Personal Risk
  3. Sensitivity to follower’s needs
  4. Unconventional behaviour
34
Q

Vision and Vision Statement

A

vision = long-term strategy for attaining a goal or goals

vision statement = a formal articulation of an organizations vision or mission

35
Q

How do charismatic leaders influence followers?

A
  • by articulating an appealing vision with accompanying vision statement
  • through words and actions convey new set of values and set example for followers to imitate
  • engage in emotion-inducing and unconventional behaviour to demonstrate courage and conviction
36
Q

The Dark Side of Charismatic Leadership

A
  • may become liability as overwhelming self confidence becomes disadvantage when not in crisis
  • unable to listen, holds unjustified belief in rightness
  • silences criticism (can lead to blind followers)
37
Q

Level 5 Leaders

A
  • leaders who are fiercely ambitious and driven but their ambition is directed toward their company rather than themselves
  • channel their ego away from themselves and into the goal of building a great company while getting little notoriety
38
Q

Transformational Leadership

A

leaders who inspire followers to transcend their own self-interests and who are capable of having a profound and extraordinary effect on followers

39
Q

Transactional Leaders

A

leaders who guide or motivate their followers in the direction of established goals by clarifying role and task requirements

40
Q

Characteristics of Transformational Leaders

A

idealized influence = vision, sense of mission, instill respect and trust
inspirational motivation = communicate high expectations, use symbols
intellectual stimulation = promotes intelligence, rationality and careful problem solving
individualized consideration = gives personal attention, coaches, advises

41
Q

Characteristics of Transactional Leaders

A

continent reward = promises reward for good performance, recognizes accomplishments
Management by Exception
a) active = watches and searches, takes corrective action
b) passive = intervenes only is standards are not met
laissez faire = abdicates responsibilities, avoids making decisions

42
Q

Relationship between Transactional and Transformational

A
  • they compliment each other
  • transformational builds on transactional leadership
  • if you are a transactional leader but don’t have transformational qualities you will only be a mediocre leader
  • best leaders are transactional and transformational
43
Q

The Four I’s of Transformational Leadership

A
  1. Idealized Influence
  2. Individualized Consideration
  3. Intellectual Stimulation
  4. Inspirational Motivation
    RESULT: increase productivity, effort, morale, satisfaction, organizational effectiveness, lower turnover , lower absenteeism
44
Q

What elements of transformational leadership are universal?

A
  • vision, foresight, providing encouragement, trustworthiness, dynamism, positiveness, proactiveness
45
Q

Mentor

A

a senior employee who sponsors and supports a less experienced employee who demonstrates potential

46
Q

Self Leadership

A
  • self-management, individuals and teams set goals, plan and implement tasks, evaluate performance, solve their own problems
  • self-management can be a substitute or neutralizer for leadership from others
47
Q

How of leaders create self-leaders?

A
  1. Model Self-Leadership
  2. Encourage Setting Self-Set Goals
  3. Encourage Self-Reward systems to strengthen and increase desirable behaviours
  4. Create positive thought patterns
  5. Create a climate of self-leadership
  6. Encourage self-critiscim
48
Q

Team Leadership

A
  • collaborative nature makes the role of a team leader different from the traditional leadership role performed by first line supervisors
49
Q

The Roles of Team Leaders

A
  1. Liaisons with external constituencies
  2. Troubleshooters
  3. Conflict Managers
  4. Coaches
50
Q

Benefits of Leading Without Authority

A
  1. Latitude for creative deviance = easier to raise harder questions, less traditional solutions
  2. Issue Focus = focus on single issue rather than be concerned with the myriad of issues those in authority face
  3. Front-line information = individual is closer to the detailed experiences of some of the stakeholders and thus, more info available
51
Q

Authentic Leadership

A

leaders who know who they are, know what they believe in and value and act on these values and beliefs openly and candidly
- followers would consider them to be ethical people

52
Q

Ethical Leadership

A
  • ethics and leadership intersect in many ways
  • transformational leadership has ethical implications as they change how the followers think
  • unethical leaders use charisma to enhance power and self-serve
53
Q

Socialized charismatic leadership

A

leadership that conveys values that are other-other-centred vs. self-centred and models ethical conduct

54
Q

The Four Cornerstones in the Moral Foundation of leadership

A
  1. Truth telling
  2. Promise Keeping
  3. Fairness
  4. respect for the individual
55
Q

Servant Leadership

A

a leadership style marked by going beyond the leader’s own self-interest and instead focusing on opportunities to help followers grow and develop

56
Q

What are the effects of servant leadership?

A
  • higher levels of commitment to the supervisor
  • self efficacy
  • perceptions of justice
  • high organizational citizenship behaviour
  • increases team potency (leads to higher levels of group performance)
  • more focus on growth and advancement, associated with higher levels of creative performance
57
Q

Leaders in Brazil

A
  • team oriented, participative and him

- high consideration, high LPC score, emphasize participative decision making

58
Q

Leaders in France

A
  • more bureaucratic view of leaders less likely to expect human and considerate leaders
  • high initiation structure and task oriented
59
Q

Leaders in Egypt

A
  • value team-oriented and participative
  • high power distance, status differences are expected
  • leaders must consult employees but not be afraid to make the final decision
60
Q

Leaders in China

A
  • Chinese culture emphasizes being polite considerate and unselfish
  • high performance orientation
  • consideration and initiating structure are both important

ORGS - INTL 2300 (5 decks)

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