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1JP00 - Fundamentals of WOP for premasters > Chapter 12: Leadership > Flashcards

Chapter 12: Leadership Flashcards

1
Q

Leader emergence

A

Who is viewed as a leader?
- Emotionally stable, extravert, open to experience, conscientious.
- Self-monitoring personality.

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2
Q

Leadership effectiveness

A

When is a leader effective?
- Attempted leadership
- Succesful leadership
- Effective leadership

Is a study of whichh behaviors on the part of a designated leader led to an outcome valued by the work group or organization.

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3
Q

Leader

A

Is an individual in a group given the task of directing task-relevant group activities or, in the absence of a designated leader. Carrying the primary responsibility for performing these functions in the group. They are emotional stable, extravert, open to experience and a visionary.

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4
Q

Attempted Leadership

A

A situation that occurs when a leader accpets the goal of changing a follower and can be observed attempting to do so.

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5
Q

Sucessful Leadership

A

A situation that occurs when a follower changes his or her behavior as a function of the leader’s effort.

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6
Q

Effective leadership

A

A situation that occurs when a leader changes a follower’s behavior, resulting in both leader and follower feeling satisfied and effective.

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7
Q

Defining leaderhsip outcomes

A

Outcomes valued by the workgroup and/or the organization.
- Problem 1: Many performance indicators
- Problem 2: Time lag

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8
Q

Leader development

A

A process that concentrates on developing, maintaining or enhancing individual leader attributes such as knowledge, skills, and abilities.
- Knowledge, skills, abilities.

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9
Q

Leadership development

A

A process that concentrates on the leader-follower relationship and on developing an environment in which the leader can build relationships that enhange cooperation and resource exchange.
- Process, relationship

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10
Q

Interpersonal competence

A

A type of competence that includes social awareness and social skills, such as the ability to resolve the conflict and foster a spirit of cooperation.

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11
Q

Power motive

A

The disire to attain control or power that results from people learning that the exercise of control over others or the environment is pleasing.

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12
Q

Activity inhibition

A

A psychological term used to describe a person who is not impulsive.

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13
Q

Affiliation need

A

A need to approval or connections with others.

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14
Q

Leadership motivation

A
  • Affective-identity motive: the need for power and control.
  • Instrumental motive: perosnal advantage when being the leader.
  • Social-normative motive: being unselfish and feeling a duty to be a leader to save the world.
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15
Q

Destructive leadership

A
  • Tyrannical
  • Derailed
  • Supportive-Disloyal
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16
Q

A tyrannical leader

A

A leader who is great at achieving the company goal but does it in a very not social way and not pleasant.

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17
Q

A derailed leader

A

Exhibits behavior himself that is out of bounds so like fraud.

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18
Q

Supportive-disloyal leader

A

Violate the company rules and for examples gives big bonus to employees.

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19
Q

Great man theories

A

Is a leaderhsip theory developed by historians wo examined the life of a respected leader for clues leading to the person’s greatness.

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20
Q

Trait approach

A

Is the leadership theory that attempted to show that leaders possessed certain characteristics that non leaders did not.

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21
Q

Power approach

A

Is the leadership theory that examines the types of power wielded by leaders. Types of powers are:
- Reward power: The potential of a supervisor to dispense valued rewards.
- Coervice power: The potential of a supervisor to dispense punishment.
- Legitame power: the right of a supervisor to influence a subordiante and the obligatin of the subordinate to accept.
- Referent power: The desire to the subordiante to be like the supervisor.
- Expert power: the knowledge of the supervisor.

22
Q

Behavioral approach

A

It is a leaderhsip theory that focused on the kinds of behavior engaged in b poeple in leadership roels and idnetified two major types: consideration and initating structure.

23
Q

Consideration

Relation-oriented behavior

A

A type of behavior that includes behavior indicating mutual trust, respect, and a certain warmth and rapport between the supervisor and group.

24
Q

Initiating structure

Task-oriented behavior

A

Is a type of behavior that includes bheavior in which the supervisor organizes and defines group activities and his or her relation to the group.

25
Q

Participative behavior

A

Is a behavior identified by the Michigan studies that allows subordinates more participation in decision making and encourage more two-way communication.

26
Q

Contignency approach

A

A leadership theory probopsoed to take into account the role of the situation in the exercise of leadership.

27
Q

Job maturity

A

A subordinate’s job-related ability skills, and knowledge.

28
Q

Psychhological maturity

A

The self-confidence and self-respect of the subordinate.

29
Q

Leader-member exchange (LMX) theory

A

Processes that leaders adopt different behaviors with individual subordinates.

30
Q

In-group members

A

Are people who have high-quality relationships with their leader and high latitude for negotiating their work roles.

31
Q

Out-group members

A

Are people who have low-quality relationships with their leader and little latitude for negotiating their work roles.

32
Q

Life cycle of leaders follower relationship

A

A description of more recent versiosn of the LMX theory, which includes a dynamic process in which the task of the leader is to drive the relation from a tentative first-stage relationship to a deeper, more meaningful one.

33
Q

Why does anyone want to be a leader?

Leadership motivation (Chan&Drasgow, 2001)

A
  • Affective-identity motive
  • Instrumental motive
  • Social-normative motive
34
Q

What makes you a leader?

A
  • Individual attributes
  • Effectiveness
  • Self-motivation
  • Others’ perception
  • Leadership behaviors
  • Circumstences
  • High-quality relationship with subordinates
  • Ability to empower others
  • High-quality decisions
35
Q

Leadership theories

A
  1. Power approach
  2. Trait approach
  3. Behavioral approach
  4. Contigency approach
36
Q

What are the bases of power?

A
  • Legitimate power
  • Reward power
  • Coercive power
  • Referent power
  • Expert power
37
Q

What is the downside of the power approach?

A
  • Unrealistical self-image.
  • Overestimating one’s influence
  • Underestimation of subordinates (unreliable, unworthy, unfit).
  • “Hungry” for more power
38
Q

What are effective ways to use power?

A
  • Forming coaliations
  • Controlling important decisions
  • Co-opting the opposition
  • Controlling information flow
39
Q

The Vroom-Yetton model

A

A contingency approach to group decision makin that is designed specifically to help leaders select the best approach to making decisions.

40
Q

Transformation leadership

A

A leadership theory that descirebes the behavior of inspirational politcal leaders who transform their followers by appealing to nobler motives suchs as justice, morality and peace. The 4 i’s:
- Idealized influence
- Inspirational motivation
- Intellectual stimulation
- Individual consideration

41
Q

Transactional Leadership

A

A leader that shows followers how they can meet their personal goals by adopting a particular behavior pattern.

42
Q

Modern Leadership Approach

A
  • Authentic Leadership
  • Transformational Leadership
  • Charismatic Leadership
43
Q

Authentic Leadership

A
  • Leading guided by personal values and not projecting an artificial persona.
  • Usually accompanied by a life story.
44
Q

Charismatic leader

A
  • Inspirational leader
  • Focus on the person of the leader him/herself
  • Uses charm to make people hold on to him/her - seeks admiration
  • Focus on loyalty - followers get emotionally dependent.
45
Q

Participative Decision making

A
  • Autocratic I: You make a decision based on the information that is available to you at the time.
  • Autrocratic II: You talk with other people, without explaining the problem, and then you make a decision.
  • Consultative I: You discusses the problem with others individually, ask for suggestions, and then you make a decision.
  • Constulative II: You discusse the problem in the group, ask suggestions, and then you make a decision.
  • Group II: You discuss with the group the problem, discuss the alternatives and try to reach agreement about the decision.
46
Q

Choice between autocracy, consultation, or group decision

A
  • How much time is available?
  • Who has the relevant information?
  • How big is the chance of disagreements within the group about the alternatives?
  • How important is the acceptance of the decision - would an autrocratic decision be accepted?
47
Q

(Dis)Advantages of Group decision making

A

Advantages:
- More (complete) info
- More experience and knowledge
- More alternatives
- Better acceptance of the decision
- Legitimacy (understanding for the decision).

Disadvantages:
- Group need more time
- Diffuse responsibility
- Pressure to conform & other traps

48
Q

Traps in group decision making

A
  • Shared information Bias
  • Confirmation Bias
49
Q

Group polarization

A

Through social comparision (the group becomes the reference point).

50
Q

Imporve decision making in groups

A
  • Methods to generate ideas: Brainstorming
  • Methods to reach a decision: NGT Norminal Group Technique.
51
Q

Which four general strategies use transformational leaders?

4 i’s

A
  1. Idealized influence
  2. Inspirational motivation
  3. Intellectual stimulation
  4. Individualized consideration

1JP00 - Fundamentals of WOP for premasters (16 decks)

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