Chapter 12: Leadership Flashcards
Leader emergence
Who is viewed as a leader?
- Emotionally stable, extravert, open to experience, conscientious.
- Self-monitoring personality.
Leadership effectiveness
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.
Leader
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.
Attempted Leadership
A situation that occurs when a leader accpets the goal of changing a follower and can be observed attempting to do so.
Sucessful Leadership
A situation that occurs when a follower changes his or her behavior as a function of the leader’s effort.
Effective leadership
A situation that occurs when a leader changes a follower’s behavior, resulting in both leader and follower feeling satisfied and effective.
Defining leaderhsip outcomes
Outcomes valued by the workgroup and/or the organization.
- Problem 1: Many performance indicators
- Problem 2: Time lag
Leader development
A process that concentrates on developing, maintaining or enhancing individual leader attributes such as knowledge, skills, and abilities.
- Knowledge, skills, abilities.
Leadership development
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
Interpersonal competence
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.
Power motive
The disire to attain control or power that results from people learning that the exercise of control over others or the environment is pleasing.
Activity inhibition
A psychological term used to describe a person who is not impulsive.
Affiliation need
A need to approval or connections with others.
Leadership motivation
- 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.
Destructive leadership
- Tyrannical
- Derailed
- Supportive-Disloyal
A tyrannical leader
A leader who is great at achieving the company goal but does it in a very not social way and not pleasant.
A derailed leader
Exhibits behavior himself that is out of bounds so like fraud.
Supportive-disloyal leader
Violate the company rules and for examples gives big bonus to employees.
Great man theories
Is a leaderhsip theory developed by historians wo examined the life of a respected leader for clues leading to the person’s greatness.
Trait approach
Is the leadership theory that attempted to show that leaders possessed certain characteristics that non leaders did not.
Power approach
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.
Behavioral approach
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.
Consideration
Relation-oriented behavior
A type of behavior that includes behavior indicating mutual trust, respect, and a certain warmth and rapport between the supervisor and group.
Initiating structure
Task-oriented behavior
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.
Participative behavior
Is a behavior identified by the Michigan studies that allows subordinates more participation in decision making and encourage more two-way communication.
Contignency approach
A leadership theory probopsoed to take into account the role of the situation in the exercise of leadership.
Job maturity
A subordinate’s job-related ability skills, and knowledge.
Psychhological maturity
The self-confidence and self-respect of the subordinate.
Leader-member exchange (LMX) theory
Processes that leaders adopt different behaviors with individual subordinates.
In-group members
Are people who have high-quality relationships with their leader and high latitude for negotiating their work roles.
Out-group members
Are people who have low-quality relationships with their leader and little latitude for negotiating their work roles.
Life cycle of leaders follower relationship
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.
Why does anyone want to be a leader?
Leadership motivation (Chan&Drasgow, 2001)
- Affective-identity motive
- Instrumental motive
- Social-normative motive
What makes you a leader?
- Individual attributes
- Effectiveness
- Self-motivation
- Others’ perception
- Leadership behaviors
- Circumstences
- High-quality relationship with subordinates
- Ability to empower others
- High-quality decisions
Leadership theories
- Power approach
- Trait approach
- Behavioral approach
- Contigency approach
What are the bases of power?
- Legitimate power
- Reward power
- Coercive power
- Referent power
- Expert power
What is the downside of the power approach?
- Unrealistical self-image.
- Overestimating one’s influence
- Underestimation of subordinates (unreliable, unworthy, unfit).
- “Hungry” for more power
What are effective ways to use power?
- Forming coaliations
- Controlling important decisions
- Co-opting the opposition
- Controlling information flow
The Vroom-Yetton model
A contingency approach to group decision makin that is designed specifically to help leaders select the best approach to making decisions.
Transformation leadership
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
Transactional Leadership
A leader that shows followers how they can meet their personal goals by adopting a particular behavior pattern.
Modern Leadership Approach
- Authentic Leadership
- Transformational Leadership
- Charismatic Leadership
Authentic Leadership
- Leading guided by personal values and not projecting an artificial persona.
- Usually accompanied by a life story.
Charismatic leader
- 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.
Participative Decision making
- 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.
Choice between autocracy, consultation, or group decision
- 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?
(Dis)Advantages of Group decision making
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
Traps in group decision making
- Shared information Bias
- Confirmation Bias
Group polarization
Through social comparision (the group becomes the reference point).
Imporve decision making in groups
- Methods to generate ideas: Brainstorming
- Methods to reach a decision: NGT Norminal Group Technique.
Which four general strategies use transformational leaders?
4 i’s
- Idealized influence
- Inspirational motivation
- Intellectual stimulation
- Individualized consideration
