Chapter 11 Leadership Models, Processes, and Practices Flashcards
Lowder aspects of effective leaders
-Personal effectiveness dimension
-Interpersonal relationship effectiveness dimension
-Managerial effectiveness dimension
-Operational effectiveness dimension
-Operational effectiveness dimension
-Societal effectiveness dimension
Barsch 5 dimensions of “centered leadership”
-From McKinsey Global Survey results
1) Meaning: finding strengths and putting them to work in the service of a purpose that inspires
2) Positive framing: adopting a more constructive way to view your world and convert even difficult situations into opportunities
3) Connecting: building a stronger sense of community
4) Engaging: pursuing opportunities disguised by risk
5) Energizing: practicing ways to sustain your energy on a long leadership journey
Great Man Theory
-proposed in 1840s
-great leaders were born not made
Trait Theory
Certain traits (e.g. assertiveness, dependability, persistence, adaptability, etc.) were correlated with great leaders
-most trains were considered innate, but some skills would be learned
Blake and Moulton Leadership/Managearial Grid
-4 types of leaders based on concern for results and concern for people
-Authoritarian: concerned with results but not people
-Country club: concern with people not results
-Impoverished: no concern for people or results
-Team Leader: concern for both people and results
Situational Leadership Model
-Developed by Paul Hersey and Ken Blanchard
-Different tasks and different people require different kinds of leadership
-4 degrees of maturity that correspond to 4 levels of supervision
-Performance Readiness (or Maturity):
=M1: lowest maturity, lack skills to perform job at hand
=M2: willing to work at the task, novice and enthusiastic
=M3: experienced, but lack confidence to take responsibility
=M4: mature, willing to do the task and take responsibility for it
-Supervision
=S1: Directing
=S2: Coaching
=S3: Supporting
=S4: Delegating
Governance
Way the rules, norms, and actions in an organization are structured, sustained, regulated and enforced
-Requires structure (for example board of directors that are elected by shareholders and hold fiduciary responsibility for the organization)
Authority
Power to give orders and have them obeyed, the power to make decisions
Responsibility
Being accountable for an obligation, trust or debt, such as the obligation to complete and assignment
Negotiation
Dialogue between 2 or more parties intended to reach a mutually beneficial outcome or to resolve a conflict
Mediation
-When third party is brought in to help find resolution, both sides must agree to solution
Arbitration
-Hire third party to effectively act as a judge and dictate a solution to the problem
-both sides agree a priori, to follow the decision of the arbitrator
Litigation
-involves using the traditional court system to resolve the matter
Alternative dispute resolution
any solution that avoids expensive litigation
Distributive bargaining
-Zero-sum
-encountered when there are a fixed number of resources that are to be divided among participants
-how to fairly cut up a pie for all to share
Integrative bargaining
-Win-win
-parties are building a lasting relationship and have to make sure that both sides will thrive under new agreement
-enlarge the pie so that everyone comes out with more
Conflict resolution
aims to end conflict complete
Conflict management
aims to preserve positive aspects of conflict while minimizing negative ones
Pruitt (approach to conflict management)
2 dimensions: assertiveness and cooperativeness
-Inaction: low assertiveness and low cooperativeness
-Contending: highly assertive but not cooperative
-Yielding: willing to give up own needs
-Problem solvers: both cooperative and assertive, most likely to find solution
DeChurch and Marks (conflict management model)
2 dimensions: activeness (how direct participants are), and agreeableness (how nice people are)
-activeness had minimal effect on resolution of conflict while agreeableness had positive impact
Rahim (conflict management model)
-5 different management approaches; similar to Pruitt
-Integrating: studying differences, seeking alternatives, (i.e. problem solvers)
-Obliging: minimizing differences in order to appears other (i.e. yielding)
-Dominating: pursuing solution that benefits one side at cost of other (i.e. contending)
-Avoiding: trying to find answer that ignores needs of both parties (i.e. inaction)
-Compromising: similar to problem solving where each party gives up something to achieve piece
Thomas and Kilmann (styles of conflict resolution)
-Similar to Rahim and pruitt
-Competing, Compromising, Collaborating, Avoiding, and Accomodating
Collaboration
process of 2 or more parties working in coordinated fashion in order to achieve some purpose, connotes some form of leadership and is disciplines (versus cooperation)
Maslow’s hierarchy of needs
humans have certain needs which motivate them to achieve
-pyramid (from bottom to top):
-psychological needs (rest, food, water)
-safety needs (safety, security)
-social needs (friendships, family)
-esteem needs (feeling accomplished)
-self-actualization: reaching one’s full potential
Herzberg Motivation-Hygiene Theory
-2 classes of motivators: hygiene and motivation factors
-hygiene factors are required to prevent dissatisfaction but not positive motivators themselves, cannot be avoided, for example job security, working conditions, salary
-motivation factors: recognition, advancement, and growth are most important to inspire a team
McClelland’s Acquired Needs Theory
-individual’s specific needs are acquired over time and shaped by personal life experiences: can be organized into 3 classes
-Need for achievement
-Need for affiliation
-Ned for power
Types of decision makers
-2 axes: amount of information required (maximizers or satisfying), and how many options they pursue (multifocussed deciders, or single focus decision makers)
-Decisive: few options and minimal information
-Flexible: low information, but options open
-Hierarchic: a lot of information, but few options
-Integrative: a lot of information and a lot of options
Gleason (classification of decision makers)
-Command: decisions are made quickly with minimal information and minimal consultation (most similar to Decisive style)
-Collaborative: leader seeks counsel from all stakeholders before making decision
-Consensus: all team members are invited to contribute ideas and majority rules
-Convenience: allowing someone else to decide, also called complete designation
