Chapter 12 - Leadership Flashcards
what makes a good leader?
develops a vision for the group, communicates that vision, orchestrates the group’s energy and activity toward goal attainment, turns a group of individuals into a team, and transforms good intentions into positive action
define leadership
social influence relationship between two or more persons who depend on each other to attain mutual goals in a group situation
two needs that effective leaders focus on
- maintenance needs
- need for individuals to fit and work together - task needs
- need for group to make progress towards attaining the goal that brought them together
are leader and manager interchangeable?
no. to be a good manager one should be an effective leader, but it doesn’t necessarily work the other way
how do managers and leaders differ?
how they came into power
–> managers derive power from larger organization
–> leaders get power from followers’ perception of their knowledge, their personality and attractiveness
i.e., motivation to comply to managers and leaders has different base
what is the leadership process?
there are leaders, followers, context, and consequences
over time, each component interacts with and influences other components and the consequences influence future interactions
what did Edwin Hollander suggest about followers and leadership
followers are the most critical factor in any leadership event
–> because followers define the needs that the leader must fulfill
–> followers personality and readiness to follow determine the style of leadership that will be necessary (e.g., individuals with internal locus of control/ high self-esteem are much more responsive to participative styles of leadership)
context of a leadership event
situations make demands on groups and not all are the same
situations are multidimensional
aspects
- structured or unstructured task, clear or ambiguous goals, agreement or disagreement, boring or exciting task, etc.
each factor places a different set of needs and demands on the leader and followers
process of leadership event
leader influences followers and the followers influence the leader, context influences the leaders and followers too, and so on
consequence of leadership event (2 important outcomes at the group level)
- have the group’s maintenance needs been fulfilled?
- have the group’s task needs been fulfilled?
LMX Theory
What is the LMX Theory?
the quality of the relationship between leaders and followers reflected by the degree of mutual trust, loyalty, respect, etc.
high and low quality relationships between a leader and follower produce in and out groups
in groups tend to have higher performance/ satisfaction, while out group members have lower
similar attitudes/ extroversion are associated with good leader-member relations
two types of leaders that an organization can have
- formal (put in power)
- informal (emerge within the group)
more frequently, both types have been encourages to exercise the full set of management roles
two paths to leadership
- designation
- emergence (through dynamic processes that unfold among a group)
What did Salancik and Pfeffer observe about who attains leadership power within a group
power flows to individuals who possess the critical resource that a group needs to overcome a major problem
what are idiosyncrasy credits
form of competency-based status
these credits give an individual status that allows them to influence the direction of the group
Five types of power defined by French and Raven
- reward power
- coercive power
- referent power
- expert power
- legitimate power
what is reward power
people believe they can reward them
what is coercive power
people believe they can punish them
what is referent power
others want to associate or be accepted by them
what is expert power
people believe they have expertise and are willing to share
legitimate power
others believe they possess the right to influence them
are all forms of leadership by French and Raven equal?
no.
leaders who use referent and expert power commonly experience a favorable response in terms of follower satisfaction and performance
good leaders develop many sources of power to generate lots of influence
what are some key effective leadership traits
charismatic/ knowledgeable (people want to follow)
use tools –> language, ritual, drama, myths, stories –> to evoke emotion from followers
what is the Tannenbaum and Schmidt Continuum
continuum of leadership styles ranging from authoritarian to high levels of worker freedom
what leader power styles did researchers create out of the Tannenbaum Schmidt Continuum?
autocratic (boss-centered)
participative
free-rein (members are assigned the work and decide how to do it on their own)
What are Theory X and Theory Y Leaders?
Theory X Leaders (more of these opinions)
= assume the average individual dislikes work and i incapable of exercising adequate self-control
= exert high-control
Theory Y Leaders
= believe people have creative capacities and ability and desire to exert self-control
- exert low-control
4 directive/ permissive leadership styles and when are they good for
- directive autocrat
- makes unilateral decisions, closely supervises
- recommended with new or underqualified employees - permissive autocrat
- retains decision-making power but permits members to exercise discretion when executing decisions
- recommended when decision-making time limited, task routines, members have sufficient expertise - directive democrat
- encourages participative decision-making but retains power to direct team members
- appropriate when followers have valuable opinions, but one person needs to have final say - permissive democrat
- share power with group members
- appropriate when participation is informational and motivational, for when group members are super capable
what is the trait approach to leadership? and who cane up with it?
some people are born with the necessary attributes to be great leaders, but more is needed to realize this potential (vision and vision implementation, skills, knowledge, etc.)
Locke and associates identified core traits
What are the core traits of a leader as defined by Locke and associates
drive
leadership motivation
honesty and integrity
self-confidence
cognitive ability
knowledge of the business
charisma, creativity/ originality, flexibility
what role does sex and gender play in impacting leader emergence and style?
men emerge as leaders more frequently
people are more attracted to masculine leadership characteristics
androgynous characteristic people are just as likely to emerge into leadership roles as individuals with only masculine characteristics
feminine characteristics (more concerned with interpersonal needs)
masculine (more concerned with meeting the group’s task needs, more directive)
what is the dispositional trait and how does it effect leadership emergence
aka mood
individuals with happier disposition more likely to exude confidence and optimism and become leaders
what is self-monitoring and how does it affect leadership emergence?
individual’s ability and willingness to read verbal and nonverbal cues and to alter one’s behaviour as necessary
high self-monitoring = more likely to emerge as leaders
= better at social cues and regulating themselves to fit the situation
what are two major sets of leadership behaviours found by Ohio State University?
- consideration
- relationship-oriented behaviour of a leader - initiating structure
- task-oriented behaviours of a leader
need both to be a good leader –> no best style of leadership for all situations
what two major types of leadership behaviours did the University of Michigan identify?
- job-centered behaviours
- supervisory functions - employee-member-centered behaviours
- consideration and support for organizational members
- additional behaviours associated with leadership following Ohio State and University of Michigan studies
- support
- work facilitation
- goal emphasis
- interaction facilitation
support and interaction facilitation contribute to maintenance needs
work facilitation and goal emphasis contribute to task needs
what is Black and Mouton’s Leadership Grid?
theorized that any combo of two leader concerns is possible:
concerns for results (production)
concerns for people
leadership styles from these concerns
accommodating, sound, status quo, indifferent, controlling
what is the most universally effective leader as theorized from Black and Mouton’s leadership grid?
Sound
(though still not effective with organizational members of high-involvement organizations who have mastered their job duties –> since they require little production-oriented leader behaviour)
what are the situational (contingency) approaches to leadership?
- fielder’s contingency model
- path-goal theory (House and Evans)
What is fielder’s contingency model?
leaders must be assessed according to an underlying trait and the situation faced by the leader and construct a proper match between the two
leaders trait = least-preferred coworker (LPC)
how does a leader’s least-preferred coworker play into Fielder’s Contingency Model
leaders are asked about their LPC, their response reflects a leader’s underlying disposition towards others
high LPC leaders = evaluate LPC in fairly favorable terms and are relationship oriented
low LPC leaders = evaluate LPC in less favorable terms and are task oriented
how does the situational factor play into Fielder’s Contingency Model? what are the 3 factors that determine how favorable a situation is?
degree to which leaders have control and influence and therefore feel they can determine the outcomes of a group interaction
- leader-member relations
- task structure
- position power
compare high-LPC, mid-range LPC, and low LPC leaders (Fielder’s contingency model)
some combos of leader-situation work better than others
high-LPC
= better under conditions of highly favorable or highly unfavorable situations because they are not very directive
mid-LPC
= more effective in wider range of situations
low LOC
= highly favorable and unfavorable situations
what is the controversy around fielder’s theory?
- fails to make the connection between the least preferred coworker attitude and subsequent behaviour
what is the path-goal theory by House and Evans? and what do effective leaders look like as part of it (4 elements)
suggests an effective leader provides organizational members with a path to a valued goal
effective leaders
1. provide valued rewards
2. give clear instructions
3. provide coaching, guidance, and training
4. remove barriers to task accomplishment
also behaviour dimensions
what are the two challenges leaders may face as part of House and Evan’s path-goal theory
- must analyze situations and identify the most appropriate leadership style
- leader must be flexible enough to use different styles of leadership as appropriate
behaviour dimensions as guides
what are the 4 behaviour dimensions of House and Evans’ Path-Goal Theory?
- supportive leadership
- directive leadership
- participative leadership
- achievement-oriented leadership
multiculturalism as seen by Hofstede
different dimensions of culture to consider
–> individualism vs collectivism, power distance, uncertainty avoidance, masculinity-femininity, time orientation…
leaders among culturally diverse groups will encounter belief and value differences among followers
what are several factors that can substitute or neutralize the effects of leader behaviour
substitutes (can clarify role expectations and/ or motivate members)
- experience, ability, training
- professional orientation
- structured routines/ tasks
- feedback provided by task
- intrinsically satisfying task
- cohesive work group
neutralizers (prevent leaders from acting as they wish)
- indifference towards rewards
- low position power of leader
- inflexibility
- leader located apart from subordinates with limited communication
are there any positive neutralizers of leadership?
yes! union contracts!
what are transactional leaders
“if it ain’t broke don’t fix it”
move group towards task accomplishment by initiating structure and by offering incentives in exchange for desired behaviours
what are transformational leaders?
move and change things in a big way by inspiring others to action through their personal values, vision, passion, and belief in and commitment to their mission
could inspire through charisma, intellectual stimulation, etc.
move people to focus on higher-order needs and become self-leaders
