Chapter 11: Leadership and Governance Flashcards
What are companies and organizations described as?
Purposeful socio-technical systems, with people and their communities as the most important level.
What is the definition of leadership?
The process of influencing the actions of an organized group toward goal setting and goal attainment.
What does leadership require?
Understanding the goal-related and motivational structures of those being led.
How are motivation theories categorized?
Into content theories and process theories.
- Content theories: Describe motivational structures determining human actions.
- Process theories: Describe how motivation arises.
What is Maslow’s hierarchy of needs?
A model that hierarchizes human needs into five levels:
- Physiological needs (e.g., food, sleep).
- Security needs (e.g., health, work).
- Social needs (e.g., family, friendship).
- Individual needs (e.g., esteem, independence).
- Self-realization (e.g., pursuing meaning in life).
How does Maslow’s theory apply to the workplace?
People seek more than job security; they value team spirit, mutual appreciation, and opportunities for self-realization.
What is Herzberg’s two-factor model?
A theory that classifies motivational factors as:
- Motivators: Promote satisfaction (e.g., achievement, recognition).
- Hygiene factors: Avoid dissatisfaction (e.g., company policies, competent superiors).
What is the role of income in Herzberg’s model?
Income can be both:
- A hygiene factor (fair basic salary avoids dissatisfaction).
- A motivator (bonuses increase satisfaction).
What is extrinsic motivation?
Motivation based on external incentives, like salary and titles (related to Theory X).
What is intrinsic motivation?
Motivation derived from meaningful work and satisfaction from contributions and creativity (related to Theory Y).
Why is extrinsic motivation insufficient for complex work?
Because it focuses on measurable tasks, neglecting nonmeasurable elements like talent development.
What does the valence-instrumentality-expectancy theory state?
Motivation arises from:
- Expectancy: The perceived probability of success.
- Instrumentality: The desired consequences of an action.
- Valence: The value of the successful outcome.
What are the two extreme concepts of the human being in motivation?
Theory X: People act only on external impetus, requiring commands and controls.
Theory Y: People are intrinsically motivated, valuing meaningful work, creativity, and appreciation.
What risks are associated with Theory X management?
It can create a fear-based culture where employees act only under control, making shifts to intrinsic motivation difficult.
How does Theory Y affect management practices?
It emphasizes delegation, responsibility, and participation, fostering intrinsic motivation.
What is the self-fulfilling nature of concepts of the human being?
Organizations emphasizing extrinsic motivation train employees to rely on rewards and controls, diminishing intrinsic motivation.
Bureaucratic control mechanisms can suppress voluntary actions, leading to a focus only on measurable tasks.
What is the purpose of leadership and management processes?
To align organizational actors and goals.
How are leadership and management processes related to the SGMM?
They have been integral to the SGMM since its first generation.
What are management processes?
Planning and management processes that typically span a year, including analyzing goal attainment, budget planning, action planning, implementation, and review.
What are support processes?
Structural management measures, especially in HR processes such as recruitment, remuneration, and personnel development.
What is governance in the context of SGMM?
An organization’s fundamental and stabilizing control systems.
How is leadership a part of organizational structure?
Organizational structure defines the framework and responsibility for leadership.
How is leadership related to organizational culture?
Leadership culture is an important part of corporate culture.
How does the current generation of SGMM distinguish management, leadership, and profession-related leadership?
Management: Reflective design of value creation systems, focusing on the “macrocosm” of organizational leadership.
Leadership: Management of people and employees, focusing on the “microcosm” of organizational leadership.
Profession-related leadership: Task-centered leadership using specialist expertise, focusing on the “microcosm.”