Chapter 13 Flashcards

1
Q

Leadership

A

The use of power and influence to direct the activities of followers towards goal achievement.

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2
Q

Leader-member exchange theory

A

A theory describing how leader-member relationships develop over time on a dyadic basis.
- Theory argues that new leader-member relationships are typically marked by a role taking phase, during which a manager describes role expectations with their job behaviours.
2 types of leader-member dyads:
1. High-quality exchange dyad - Marked by the frequent exchange of information, influence, latitude, support, and attention. “Ingroup”
2. Low-quality exchange dyad - Marked by a more limited exchange of information, influence, latitude, support, and attention. “Outgroup”

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3
Q

Leader effectiveness

A

The degree to which the leader’s actions result in the achievement of the unit’s goals, the continued commitment of the unit’s employees, and the development of mutual trust, respect, and obligation in leader-member dyads.

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4
Q

Autocratic style

A

A leadership style in which the leader makes the decision alone without asking for opinions or suggestions of the employees in the work unit.

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5
Q

Consultative style

A

A leadership style in which the leader presents the problem to employees asking for their opinions and suggestion before ultimately making the decision.

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6
Q

Facilitative style

A

A leadership style in which the leader presents the problem to a group of employees and seeks consensus on a solution, making sure their own opinion receives no more weight than anyone else’s.

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7
Q

Delegative style

A

A leadership style in which the leader gives the employee the responsibility for making decisions within some set of specified boundary conditions.

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8
Q

Time-driven model of leadership

A

A leadership model in which the focus shifts away from autocratic, consultative, facilitative, and delegative leaders to autocratic, consultative, facilitative, and delegative situations, and in which several factors combine to make some decision-making styles more effective in a given situation and others less effective.

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9
Q

What are the 7 factors of the time-driven model of leadership

A
  1. Decision significance – Is the decision significant to the success of the project or the organization?
  2. Importance of commitment – Is it important that employees “buy in” to the decision?
  3. Leader expertise – Does the leader have significant knowledge or expertise regarding the problem?
  4. Likelihood of commitment – How likely is it that employees will trust the leader’s decision and commit to it?
  5. Shared objectives – Do employees share and support the same objectives, or do they have an agenda of their own?
  6. Employee expertise – Do the employees have significant knowledge or expertise regarding the problem?
  7. Teamwork skills – Do the employees have the ability to work together to solve the problem, or will they struggle with conflicts or inefficiencies?
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10
Q

Initiating structure

A

The extent to which the leader defines and structures the roles of employees in pursuit of goal attainment.
- Initiation, organization, and production

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11
Q

Consideration

A

Reflects the extent to which leaders create job relationship characterized by mutual trust, respect for employee ideas, and consideration of employee feelings.
- Membership, integration, communication, recognition, and representation.

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12
Q

Life cycle theory of leadership

A

A theory stating that the optimal combination of initiating structure and consideration depends on the readiness of the employees in the work unit.

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13
Q

Readiness

A

The degree to which employees have the ability and the willingness to accomplish their specific tasks.

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14
Q

R1

A

Refers to a group of employees who are working together for the first time and are eager to begin, but they lack the experience and confidence needed to perform their roles

Telling - when the leader provides specific instructions and closely supervises performance (High initiating structure, low consideration).

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15
Q

R2

A

The members have begun working together and are finding that their work is more difficult than they had anticipated. Eagerness turns to dissatisfaction.

Selling - The leader supplement their directing with support and encouragement to protect the confidence levels of the employees (High initiating structure, high consideration).

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16
Q

R3

A

Employees have learned to work together well, though they still need support and collaboration from the leader to help them adjust to their more self-managed state of affairs

Participating - Leader behaviour in which the leader shares ideas and tries to help the group conduct its affairs (Low initiating structure, high consideration).

17
Q

R4

A

Delegating - Leader behaviour in which the leader turns responsibility for key behaviours over to employees
(Low initiating structure, low consideration).

18
Q

Transformational leadership

A

A pattern of behaviour in which the leader inspires followers to commit to a shared vision that provides meaning to their work while also serving as a role model who helps followers develop their own potential and view problems from new perspectives.

19
Q

Laissez-faire leadership

A

A type of leadership in which the leader avoids leadership duties altogether.
- Passive and ineffective.

20
Q

Transactional leadership

A

Occurs when the leader rewards or disciplines the follower depending on the adequacy of the follower’s performance.
- Passive management by-exception, active management by-exception, contingent reward

21
Q

Passive management-by-exception

A

The leader waits around for mistakes and errors, then takes corrective action as necessary.

22
Q

Active management-by-exception

A

The leader arranges to monitor mistakes and errors actively and again takes corrective action when required.

23
Q

Contingent reward

A

A more active and effective type of transactional leadership, in which the leader attains follower agreement on what needs to be done using rewards in exchange for adequate performance.

24
Q

Transformational leadership

A

The most active and effective approach.
Can be summarized using 4 dimensions: idealized, influence, inspirational motivation, and individualized consideration.

25
Q

Idealized influence

A

The power held by a leader who behaves in ways that earn the admiration, trust, and respect of followers, causing followers to want to identify with and emulate the leader.
- “The leader instills pride in me for being associated with them.”

26
Q

Inspirational motivation

A

A type of influence in which the leader behaves in ways that foster an enthusiasm for and commitment to a shared vision of the future.
- “The leader articulates a compelling vision of the future.”

27
Q

Intellectual stimulation

A

A type of influence in which the leader behaves in ways that challenge followers to be innovative and creative by questioning assumptions and reframing old situations in new ways.
- “The leader gets others to look at problems from many different angles.”

28
Q

Individualized consideration

A

A type of influence in which the leader behaves in ways that help followers achieve their potential though coaching, development, and mentoring.
- “This leader spends time coaching.”

29
Q

Relationship between transformational leadership and job performance and organizational commitment

A

Transformational leadership has a moderate positive effect on job performance.

Transformational leadership has a strong positive effect on organizational commitment.

30
Q

Substitutes for leadership model

A

A model that suggests that characteristics of the situations can constrain the influence of the leader, which makes it more difficult for the leader to influence employee performance.

There are two situational characteristics: Substitutes and neutralizer

31
Q

Substitutes

A

Situational characteristics that reduce the importance of the leader while simultaneously providing a direct benefit to employee performance.
- Task feedback, training and expertise, professionalism, staff support, group cohesion, intrinsic satisfaction

32
Q

Neutralizer

A

Situational characteristics that reduce the importance of the leader and do not improve performance in any way.
- Task stability, formalization, inflexibility, spatial distance