Chapter 14: Leadership Flashcards
leader
someone who can influence others and who has managerial authority
leadership
process of influencing individuals or groups toward the achievement of goals
8 traits associated with leadership
- drive
- desire
- honesty and integrity
- self-confidence
- intelligence
- job-relevant knowledge
- extraversion
- proneness to guilt
democratic style
involving subordinates, delegating authority, and encouraging participation
(most effective, but mixed results)
autocratic style
dictating work methods, centralizing decision making, and limiting participation
laissez-faire style
giving group freedom to make decisions and complete work
consideration
being considerate of followers’ ideas and feelings
high in consideration and initiating achieved high subordinate performance and satisfaction
initiating structure
structuring work and work relationships to meet job goals
employee oriented
emphasizes interpersonal relationships and taking care of employees’ needs
(resulted in high group productivity and higher job satisfaction)
production oriented
emphasizes technical or task aspects of job
concern for people
measures leader’s concern for subordinates on a scale of 1 to 9 (low to high)
(leaders performed best with 9,9 style)
concern for production
measures leader’s concern for getting job done on a scale of 1 to 9 (low to high)
(leaders performed best with 9,9 style)
The Fiedler Model (TFM)
effective group performance depended on the proper match between a leader’s style and the degree to which the situation allowed the leader to control and influence
LPC questionnaire (TFM)
measured whether a leader was task or relationship oriented
leader–member relations (TFM)
degree of confidence, trust, and respect employees had for their leader; rated good or poor
task structure (TFM)
degree to which job assignments were formalized and structured; rated high or low
position power (TFM)
degree of influence a leader had over activities: hiring, firing, discipline, promotions, and salary increases; rated strong or weak
situational leadership theory (SLT)
focuses on followers’ readiness
readiness (SLT)
extent to which people have the ability and willingness to accomplish a specific task
Path-Goal Theory (PGT)
leader’s job is to help and guide followers in achieving their goals
House’s 4 leadership behaviours (PGT)
- directive
- supportive
- participative
- achievement-oriented
Leader–member exchange (LMX) theory
leaders create in-groups and out-groups, in-group will have higher performance ratings, less turnover, and greater job satisfaction
transactional leadership
lead primarily by using social exchanges (or transactions)
rewards and punishments
transformational leadership
stimulate and inspire (transform) followers to achieve extraordinary outcomes
(group interest motivation)
charismatic leader
enthusiastic, self-confident leader whose personality and actions influence people to behave in certain ways
visionary leadership
ability to create and articulate a realistic, credible, and attractive vision of the future that improves the present situation
authentic leadership
know who they are and what they believe in, and act on those values and beliefs openly and sincerely
ethical leadership
reinforce ethics through organizational mechanisms such as communication and the reward system
team leadership
monitor, diagnose and take necessary action to ensure team meets objectives and goals
team leader’s job
managing the team’s external boundary and facilitating the team process
team leadership roles
- conflict manager
- coach
- liaison with external constituencies
- troubleshooter
5 leadership issues today
- managing power
- developing trust
- empowering employees
- leading cross cultures
- becoming an effective leader
legitimate power
power a leader has as a result of their position in an organization
coercive power
power a leader has to punish or control
reward power
power a leader has to give positive rewards
expert power
power that’s based on expertise, special skills, or knowledge
referent power
power that arises because of a person’s desirable resources or personal traits
credibility
degree followers perceive someone as honest, competent, and able to inspire
trust
belief in the integrity, character, and ability of a leader
ex. integrity, competence, consistency, loyalty, and openness
employee empowerment
giving more authority to employees to make decisions
Why empower employees?
- quicker responses to problems and faster decisions
* relieves managers to work on other problems
national culture
important situational variable in determining which leadership style will be most effective
ex. North American leaders expected to look and sound professional and inspiring
Japanese leaders humble and speak frequently
leader training
- some people don’t have what it takes to be a leader
* some people are more motivated to lead than others
substitutes for leadership
- some people don’t need leaders
* leaders need to be aware of followers’ needs
- 5 ultimate effective leader*
- positive
- ethical
- empathy
- trustworthy
- resilient
