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cct112 notes > Chapter 14: Leadership > Flashcards

Chapter 14: Leadership Flashcards

1
Q

leader

A

someone who can influence others and who has managerial authority

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2
Q

leadership

A

process of influencing individuals or groups toward the achievement of goals

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3
Q

8 traits associated with leadership

A
  • drive
  • desire
  • honesty and integrity
  • self-confidence
  • intelligence
  • job-relevant knowledge
  • extraversion
  • proneness to guilt
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4
Q

democratic style

A

involving subordinates, delegating authority, and encouraging participation
(most effective, but mixed results)

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5
Q

autocratic style

A

dictating work methods, centralizing decision making, and limiting participation

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6
Q

laissez-faire style

A

giving group freedom to make decisions and complete work

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7
Q

consideration

A

being considerate of followers’ ideas and feelings

high in consideration and initiating achieved high subordinate performance and satisfaction

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8
Q

initiating structure

A

structuring work and work relationships to meet job goals

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9
Q

employee oriented

A

emphasizes interpersonal relationships and taking care of employees’ needs
(resulted in high group productivity and higher job satisfaction)

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10
Q

production oriented

A

emphasizes technical or task aspects of job

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11
Q

concern for people

A

measures leader’s concern for subordinates on a scale of 1 to 9 (low to high)
(leaders performed best with 9,9 style)

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12
Q

concern for production

A

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)

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13
Q

The Fiedler Model (TFM)

A

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

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14
Q

LPC questionnaire (TFM)

A

measured whether a leader was task or relationship oriented

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15
Q

leader–member relations (TFM)

A

degree of confidence, trust, and respect employees had for their leader; rated good or poor

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16
Q

task structure (TFM)

A

degree to which job assignments were formalized and structured; rated high or low

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17
Q

position power (TFM)

A

degree of influence a leader had over activities: hiring, firing, discipline, promotions, and salary increases; rated strong or weak

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18
Q

situational leadership theory (SLT)

A

focuses on followers’ readiness

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19
Q

readiness (SLT)

A

extent to which people have the ability and willingness to accomplish a specific task

20
Q

Path-Goal Theory (PGT)

A

leader’s job is to help and guide followers in achieving their goals

21
Q

House’s 4 leadership behaviours (PGT)

A
  • directive
  • supportive
  • participative
  • achievement-oriented
22
Q

Leader–member exchange (LMX) theory

A

leaders create in-groups and out-groups, in-group will have higher performance ratings, less turnover, and greater job satisfaction

23
Q

transactional leadership

A

lead primarily by using social exchanges (or transactions)

rewards and punishments

24
Q

transformational leadership

A

stimulate and inspire (transform) followers to achieve extraordinary outcomes
(group interest motivation)

25
Q

charismatic leader

A

enthusiastic, self-confident leader whose personality and actions influence people to behave in certain ways

26
Q

visionary leadership

A

ability to create and articulate a realistic, credible, and attractive vision of the future that improves the present situation

27
Q

authentic leadership

A

know who they are and what they believe in, and act on those values and beliefs openly and sincerely

28
Q

ethical leadership

A

reinforce ethics through organizational mechanisms such as communication and the reward system

29
Q

team leadership

A

monitor, diagnose and take necessary action to ensure team meets objectives and goals

30
Q

team leader’s job

A

managing the team’s external boundary and facilitating the team process

31
Q

team leadership roles

A
  • conflict manager
  • coach
  • liaison with external constituencies
  • troubleshooter
32
Q

5 leadership issues today

A
  • managing power
  • developing trust
  • empowering employees
  • leading cross cultures
  • becoming an effective leader
33
Q

legitimate power

A

power a leader has as a result of their position in an organization

34
Q

coercive power

A

power a leader has to punish or control

35
Q

reward power

A

power a leader has to give positive rewards

36
Q

expert power

A

power that’s based on expertise, special skills, or knowledge

37
Q

referent power

A

power that arises because of a person’s desirable resources or personal traits

38
Q

credibility

A

degree followers perceive someone as honest, competent, and able to inspire

39
Q

trust

A

belief in the integrity, character, and ability of a leader

ex. integrity, competence, consistency, loyalty, and openness

40
Q

employee empowerment

A

giving more authority to employees to make decisions

41
Q

Why empower employees?

A
  • quicker responses to problems and faster decisions

* relieves managers to work on other problems

42
Q

national culture

A

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

43
Q

leader training

A
  • some people don’t have what it takes to be a leader

* some people are more motivated to lead than others

44
Q

substitutes for leadership

A
  • some people don’t need leaders

* leaders need to be aware of followers’ needs

45
Q
  • 5 ultimate effective leader*
A
  • positive
  • ethical
  • empathy
  • trustworthy
  • resilient

cct112 notes (6 decks)

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