Chapter 15 Leadership Flashcards
Three variables a leader has to consider
-the people who are being led
-the task that the people are performing
- the environment in which the people and the task exist
Leadership
Using influence in an organizational setting or situation, producing effects that are meaningful and have a direct impact on accomplishing challenging goals
Four characteristics leaders
- provide direction and meaning
- generate trust
- favor action and risk taking
- purveyors of hope
Trait theory of leadership
An attempt to identify specific characteristics associated with leadership success
Leadership traits
intelligence
personality
physical characteristics
supervisory ability
two distinct styles of leadership
job-centered leader
employee-centered leader
job-centered leader
focuses on encouraging employees to complete the task and uses close supervision so that individuals perform their tasks using acceptable and timely procedures
employee-centered leader
focuses on having people complete the work and believes in delegating decision making and aiding employees in satisfying their needs by creating a supportive work environment
Two leadership factors
initiating structure
consideration
initiating structure
refers to behavior in which the leader organizes and defines the relationships in the group, tends to establish well-defined patterns and channels of communication, and spells out ways of getting the job done
consideration
involves behavior indicating friendship, mutual trust, respect, warmth, and rapport between the leader and the followers
Fiedler’s Contingency Leadership Model
the performance of groups is dependent on the interaction between leadership style and situational favorableness
Three factors that determine how favorable a leader’s environment is, Fiedler
leader-member relations
task structure
position power
leader-member relations
refers to the degree of confidence, trust, and respect that the leader obtains from the followers
task structure
refers to how structured a job is with regard to requirements, problem-solving alternatives, and feedback on how correctly the job has been accomplished
position power
refers to the power inherent in the leadership position
Vroom-Jago Leadership Model
A leadership model that specifies which leader-ship decision-making procedures will be most effective in each of several different situations
Decision quality
an important criterion in the VJM that refers to the degree to which a decision impacts subordinates performance
Subordinate commitment
refers to how important it is that the subordinates be committed to or accept the decision in order that it may be successfully implemented
Two types of decision situations facing leaders, VJM
individual decision: solutions affect only one of the leader’s followers
group decisions: decision situations that affect several followers
VJ decision styles categorization
- Autocratic: the leader makes the decision without input from your subordinates or leader secure input from subordinates and then make the decision
- Consultative: subordinates have some input, but you make the decision
- Group: the group makes the decision, the leader is just another group member
- delegated: the leader gives exclusive responsibility to subordinates
Path-goal leadership model
A theory that suggests it is necessary for a leader to influence the followers’ perception of work goals, self-development goals, and paths to goal attainment. The foundation for the model is the expectancy motivation theory.
Path clarification
The leader’s efforts to clarify for employees the kind of behavior most likely to result in goal accomplishment
Four specific styles of leader behavior, path-goal theory
directive: let subordinates know what is expected of them
supportive: treats subordinates as equals
participative: consults with subordinates and uses their suggestions and ideas before reaching a decision
achievement: sets challenging goals, expects subordinates to perform at highest level, continually seeks improvement in performance
Three types of subordinate attitudes, path-goal theory
job satisfaction, acceptance of the leader, expectations about effort-performance-reward relationships
Situational leadership theory
An approach to leadership advocating that leaders understand their own behavior and the readiness of their followers
Four leadership styles of managers, SLT Hersey and Blanchard
Telling
Selling
participating
delegating
Telling, SLT
the leader defines the roles needed to the job and tells followers what, where, how and when to do the tasks
Selling
The leader provides followers with structured instructions, but is also supportive
participating
the leader and followers share in decisions about how best to complete a high-quality job
delegating
the leader provides little specific, close direction or personal support to followers
Four situational leaderships similarities
- focus on the dynamics of leadership
- have stimulated research on leadership
- remain controversial bc of measurement problems
Charistmatic leader
one who creates an atmosphere of motivation based on an emotional commitment to and identity with his or her vision, philosophy and style on the part of followers
Two types of charismatic leaders
visionary and crisis-based
Transactional leader
helps the follower identify what must be done to accomplish the desired results and ensures that employees have the resources needed to complete the job
Transformational leader
motivates followers to work for goals instead of short-term self-interest and for achievement and self-actualization instead of security; is able to express a clear vision and inspire others to strive to accomplish the vision
Five factors that describe transformational leaders
charisma
individual attention
intellectual stimulation
contigent reward
management by exception
Corporate social responsibility (CSR)
actions that corporations undertake to promote the public good beyond those required by law or the immediate interest of financial stakeholders
Servant leader
a leader who emphasizes employee growth and service to others as worthwile ends in and of themselves, placing others’ needs in front of their own
