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chapter 14 Flashcards

1
Q

Superleaders

A

Persons whose vision and strength of personality
have an extraordinary impact on others

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2
Q

Charismatic leaders

A

Develop special leader-follower
relationships and inspire others in extraordinary ways

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3
Q

Transformational leaders:

A

Someone who is truly inspirational as a
leader and who arouses others to seek extraordinary
performance accomplishments

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4
Q

Emotional intelligence

A

Emotional intelligence
* The ability of people to manage emotions in social relationships
* Characteristics of the emotionally intelligent leader:
* High self-awareness
* Motivated and persistent
* High social awareness
* Good self management
* Good relationship management

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5
Q

Gender similarities hypothesis

A
  • Males and females have similar psychological properties
  • Men and women can be equally effective leaders
  • Men and women are sometimes perceived as
    using different styles of leadership
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6
Q

Women tend to use interactive leadership

A
  • A style that shares qualities with transformational leadership
  • Leaders with this style are democratic, participative, and inclusive
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7
Q

moral leadership

A
  • Ethical leadership that is always “good” and “correct”
  • Integrity involves the leader’s honesty, credibility, and consistency in
    putting values into action
  • Moral overconfidence is an overly positive view of one’s strength of
    character
  • Authentic leadership activates positive psychological states to achieve
    self awareness and positive self-regulation.
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8
Q

Drucker’s “good old-fashioned” leadership

A

Leadership is more than charisma; it is “good old-fashioned” hard work

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9
Q

important tratis for leadership

A

Important traits for leadership success:
* Drive
* Self-confidence
* Creativity
* Cognitive ability
* Job-relevant knowledge
* Motivation
* Flexibility
* Honesty and integrity

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10
Q

Leadership behavior

A
  • Leadership behaviour theories focus on how leaders behave when working
    with followers
  • Leadership styles are recurring patterns of behaviours exhibited by leaders
  • Basic dimensions of leadership behaviours:
  • Concern for the task to be accomplished
  • Concern for the people doing the work
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11
Q

task concerns

A
  • Plans and defines work to be done
  • Assigns task responsibilities
  • Sets clear work standards
  • Urges task completion
  • Monitors performance results
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12
Q

people concerns

A
  • Acts warm and supportive toward
    followers
  • Develops social rapport with
    followers
  • Respects the feelings of followers
  • Is sensitive to followers’ needs
  • Shows trust in followers
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13
Q

Classic leadership styles:

A
  • Autocratic style: Emphasizes task over people
  • Human relations style: Emphasizes people over task
  • Laissez-faire style: Shows little concern for task
  • Democratic style: Committed to both task and people
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14
Q

Fiedler’s Contingency Model

A
  • Good leadership depends on a match between leadership and situational
    demands
  • Leadership is part of one’s personality, and therefore relatively enduring and
    difficult to change
  • Leadership style must be fit to the situation
  • Diagnosing situational control:
  • Quality of leader-member relations (good or poor)
  • Degree of task structure (high or low)
  • Amount of position power (strong or weak)
  • Task-motivated leaders are most successful in:
  • Very favorable (high control) situations
  • Very unfavorable (low control) situations
  • Relationship-motivated leaders are most successful in: Situations of moderate
    control
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15
Q

Hersey-Blanchard situational leadership model

A
  • Leaders adjust their styles depending on the readiness, or task maturity, of
    their followers
  • Readiness — how able, willing, or confident followers are in performing required
    tasks
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16
Q

Leadership styles

A

Delegating
* Low-task, low-relationship style (Works best in high readiness-situations)
* Participating
* Low-task, high-relationship style (works best in low- to moderate-readiness
situations)
* Selling
* High-task, high-relationship style (work best in moderate- to high-readiness
situations)
* Telling
* High-task, low-relationship style (work best in low-readiness situations)

17
Q

Directive leadership:

A

Communicate expectations | Give directions | Schedule work |
Maintain performance standards | Clarify leader’s role (Use directive leadership when
job assignments are ambiguous)

18
Q

Supportive leadership:

A

Make work pleasant | Treat group members as equals | Be
friendly and approachable | Show concern for subordinates’ well-being (Use
supportive leadership when worker self-confidence is low)

19
Q

Achievement-oriented leadership:

A

Set challenging goals | Expect high performance
levels | Emphasize continuous improvement | Display confidence in meeting high
standards (Use achievement-oriented leadership when task challenge is insufficient)

20
Q

Participative leadership

A

Involve subordinates in decision making | Consult with
subordinates | Ask for subordinates’ suggestions | Use subordinates’ suggestions
(Use participative leadership when performance incentives are poor)

21
Q

Leader-Member Exchange Theory (LMX)

A

Not all people are treated the same by leaders in leadership situations
* “In groups”: High LMX
* “Out groups”: Low LMX

High LMX relationship: favourable personality | Competency Compatibility

  • Low LMX relationship: low competency | unfavorable personality | low
    compatibility
22
Q

Vroom-Jago leader-participation theory

A

Helps leaders choose the method of decision making that best fits the
nature of the problem situation

23
Q

benefits and disadvantages to vroom jago

A

Benefits of participative decision methods:
* Help improve decision quality
* Help improve decision acceptance
* Help develop leadership potential
Potential disadvantages of participative decision methods:
* Lost efficiency
* Not particularly useful when problems must be solved immediately

24
Q

Power

A
  • Ability to get someone else to do something you want done or make
    things happen the way you want
  • Power should be used to influence and control others for the common good
    rather seeking to exercise control for personal satisfaction
25
Q

Two sources of managerial power:

A
  1. Position power: Based on a manager’s official status in the organization’s
    hierarchy of authority
  2. Personal power: Based on the unique personal qualities that a person brings to
    the leadership situation
26
Q

Sources of position power:

A

Reward power - Capability to offer something of value
* Coercive power - Capability to punish or withhold positive outcomes
* Legitimate power - Organizational position or status confers the right to control
those in subordinate positions

27
Q

sources of personal power

A
  • Expert Power
  • Information and Networking Power
  • Referent Power
28
Q

Visionary leadership

A

Vision: A future that one hopes to create or achieve in order to improve
upon the present state of affairs
* Visionary leadership: A leader who brings to the situation a clear and
compelling sense of the future, as well as an understanding of the actions
needed to get there successfully

29
Q

Servant leadership

A
  • Commitment to serving others
  • Followers more important than leader
  • “Other centered” not “self-centered”
  • Power not a “zero-sum” quantity
  • Focuses on empowerment, not power
30
Q

Effective leaders empower others by providing them with:

A
  • Information
  • Responsibility
  • Authority
  • Trust
31
Q

Empowerment

A

The process through which managers enable and
help others to gain power and achieve influence

32
Q
A

gms (9 decks)

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