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organizational behaviour > chapter 11 - leadership > Flashcards

chapter 11 - leadership Flashcards

1
Q

what is leadership?

A

the ability to influence a group toward the achievement of a vision or set of goals
- source of influence may be informal

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2
Q

what is non sanctioned leadership

A

the ability to influence that arises outside the formal structure of the organization

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3
Q

Trait-based model of leadership

A

the belief that certain individuals are born leaders and these people will always perform better in leadership roles

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4
Q

what is the most predictive trait of leadership

A

extraversion
- relates more to how they emerge than to the effectiveness

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5
Q

what traits predict leadership effectiveness?

A

conscientiousness and openness

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6
Q

what are the 2 dimensions that account for effective leadership behavior?

A

initiating structure and consideration

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7
Q

What is initiating structure?

A

the extent to which a leader is likely to define and construct their role and those of employees in the search for goal attainment
- task oriented
- organize relationships

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8
Q

What is consideration?

A

the extent to which a person’s job relationships are characterized by mutual trust, respect for employees’ ideas, and regard for their feelings
- friendly and approachable

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9
Q

employee-oriented leader

A

emphasizes interpersonal relationships by taking a personal interest in employees needs and accepting individual differences

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10
Q

production oriented leader

A

emphasizes technical or task aspects of jobs, focusing on accomplishing the group’s tasks

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11
Q

What is the fiedler contingency model?

A

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

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12
Q

3 Contingency dimensions to assess the situation

A
  1. leader member relations
  2. task structure
  3. position power
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13
Q

leader member relations

A

the degree of confidence, trust, and respect members have in their leader

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14
Q

task structure

A

the degree to which the job assignments are proceduralized (structured vs unstructured)

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15
Q

position power

A

the degree of influence a leader has over power variables such as hiring, firing, discipline, promotions, and salary increases

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16
Q

situational leadership theory

A

focuses on the followers
successful leadership depends on selecting the right leadership style contingent on the followers readiness

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17
Q

Outcome if followers are unable and unwilling

A

leader needs to give clear and specific directions

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18
Q

Followers are unable but willing

A

leaders needs to display high task orientation to compensate for lack of skill

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19
Q

if followers are able but unwilling

A

leader needs to use a supportive and participative style

20
Q

Path goal theory

A

suggests its the leaders job to provide followers with information, support, or other resources necessary to achieve goals
- extracts elements from initiating structure and consideration, and the expectancy theory of motivation

21
Q

What are the leadership style that path goal theory predicts?

A

directive leadership
achievement oriented leadership
participative leadership
supportive leadership

22
Q

directive leadership

A

yields the greatest level of satisfaction when tasks are ambiguous as opposed to when they are highly structured and well laid out
-best with inexperienced employees and people who are not experts on the work tasks

23
Q

achievement oriented leadership

A

focuses on end goals
yields high satisfaction when tasks are clear and the workers are experts

24
Q

participative leadership

A

valued when tasks are ambiguous and workers have mid to high levels of expertise (they good insights but still need some guidance)

25
Q

supportive leadership

A

results in high performance and satisfaction when employees are performing structured tasks that involve high levels of negative emotion, frustration, or stress (nurse)

26
Q

leader member exchange theory

A

takes the concept of the importance of followers further, highlighting that individual followers may not all have same relationship with given leader

27
Q

charismatic leadership style

A

followers attribute heroic or extraordinary leadership abilities when they observe certain behaviours and tend to give these leaders power
- charismatic leaders have a vision, are willing to take personal risks to achieve that vision, sensitive

28
Q

how do charismatic leaders influence followers?

A

by articulating an appealing VISION

29
Q

what are colluders

A

ambitious people with negative world views who follow corrupt leader’s solely for personal gain

30
Q

transactional leadership

A

guide their followers toward established goals by clarifying role and task requirements
- create structure and make sure needed resource are available

31
Q

transformational leadership

A

focus more on emotion than structure and inspire followers to transcend their self-interest for the good of the organization

32
Q

differences between charismatic and transformational

A

charismatic leaders inspire through the power of personality
transformational leaders inspire by creating a common vision and sense of shared power and ability to implement change

33
Q

management by exception

A

transactional
leaders primarily put out fires when there are crisis exceptions to normal operating procedures

34
Q

contingent reward leadership

A

transactional
predetermined rewards are given for employee efforts, wont get employees to go above and beyond

35
Q

laissez faire

A

transactional
to do nothing

36
Q

THE FOUR I’s

A

transformational
individualized consideration
intellectual stimulation
inspirational motivation
idealized influence

37
Q

authentic leadership

A

focuses on the moral aspects of being a leader
they know who they are, know what they believe, and act on those values and beliefs openly and candidly
ethical
trust
open communication

38
Q

servant leadership

A

going beyond the leaders own self interest and focus on opportunities to help followers grow and develop
dont use power
emphasize persuasion
well being of followers

39
Q

3 components of trust

A

in order to trust someone, you must believe that they:
- are competent
- are benevolent
- have integrity

40
Q

advantages of trust

A

encourages risk taking
facilitates information sharing
groups are more effective
enhances productivity

41
Q

substitutes

A

attributes, such as experience and training, that can replace the need for leadership behaviour

42
Q

neutralizers

A

attributes that make it impossible for leader behaviour to make any difference to follower outcomes

43
Q

selecting leaders

A

review knowledge, skills and abilities needed to do job effectively
personality tests
emotional intelligence
experience is poor predictor

44
Q

training leaders

A

easier with high self monitors
teach trust building
behavioural training
mentoring

45
Q

developing own leadership skills

A

start with self assessment
read books
ted talks
expose to different perspectives
be honest

46
Q

how to be an effective follower

A

respectful relationships
offer insight
challenge superiors when appropriate
know leader well
be positive
offer opinions in private

organizational behaviour (9 decks)

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