Chapter 3 - Leadership and Motivation Flashcards
Leadership
Process where superiors interact with subordinates to motivate them to complete
tasks and responsibilities
Motivation
An innate quality within people to
work. be productive. or to accomplish some objective
Great Man Theory
Early leadership theory that leaders were born (i.e. monarchs). History has shown this is not effective
Elements of Leadership
Leader, Followers, Tasks, Goals
Zone of Indeifference
When subordinates do not respect their leaders or question their directives
3 Essential skills for leaders
Technical, Human, and Conceptual
Skill
Capacity to translate knowledge into action in order to accomplish a task
Technical Skills
Skills a manager needs to ensure specific tasks are done correctly. Based on knowledge/procedures. As rank increases need of skill decreases (middle manager technical skills would be those for rank and file below them as well as computer, budget, public relations, hr, etc)
Human Skills
Working with people to understand what motivates them and how to build cooperative effort within a team. As rank increases need of skill decreases
Conceptual Skills
Coordinating and integrating activities and interests toward common objective. As rank increases need of skill increases
Authority
a grant made by the formal organization to a position, which the person occupying that position wields in carrying out their duties
Power
Foundation of leadership, primarily the ability to sanction others for poor performance.
5 Types of power leaders use
Reward, Coercion, Legitimate, Expertise, Referent
Reward Power
Ability to provide subordinates something of value in exchange for exemplary service
Coercion Power
Ability to punish someone for inadequate service (opposite of reward)
Legitimate Power
Power from position within organization
Expertise Power
From familiarity and ability to perform a task. I.E. Detectives / or crime scene techs take power of a crime scene
Referent Power
From having relationships with others who have power
Empowerment
Participative management or dispersed leadership. Empowering employees offers leaders less work/stress and higher employee involvement but raises accountability. Must balance.
Situational Leadership Model
Model details continuum of leader/follower actions: Telling, Selling, Participating, Delegating
Mintzberg Model of Leadership - 3 Roles
Interpersonal, Informational, and Decision Maker
Interpersonal Role
Requires manager to motivate and coordinate workers
Informational Role
Involved Monitoring/inspection and disseminating information (spokesperson)
Decision Making Role
Making decisions and executing orders
Strategic Planning
Planning which is guided by diverse teams who have expertise and competence. More than just the chief. Oriented to the future.
Elements of Strategic Planning
- Future oriented 5-10 years
- Analysis Based
- Qualitative
- Continuous
- Influences all areas of operations
Strategic Planning Team Makeup
- Agency & City Leadership
- Agency rank and file
- Community
- Interagency Partners
2 Motivation Categories
Content Theory and Process Theory
Maslow’s Hierarchy of Needs
People are motivated their lowest unsatisfied need. Once satisfied, higher needs are sought.
Argyis’s Maturity-Immaturity Theory
People naturally progress from immaturity to maturity. Effective organizations require employees to be self-direct/motivated and goal oriented.
Job Enrichement
Incorporating motivators into a job situation.
McClelland 3 Needs
Acquired over time as a result of experience: Achievement, Power, Affiliation
Adam’s Equity Theory
Employees examine rewards they receive in relation to the rewards/efforts they see others giving/receiving.
Expectancy Theory
Motivation = value of positive result (x) probability of positive result
Trait theory
Good leaders could be studied to determine the special traits that leaders possess
Initiating Structure
Supervisor behavior focusing on achievement of goals by assigning tasks and utilizing accountabliity
Consideration
Supervisor behavior involving concern for subordinates ideas/feelings. Friendly and approachable.
Managerial Grid
2 Dimensions - Concern for Productivity and Concern for People. High level of both is ideal “Team Management”
Likert’s 4 Leadership Types
Exploitive, Benevolent, Consultative, Participative
Exploitive Leader
has no confidence or trust
in subordinates. and subordinates. are not allowed to provide input into decisions.
Benevolent Leadership
has no confidence or trust
in subordinates. and subordinates. are not allowed to provide input into decisions.
Consultive Leadership
involves management’s establishment of goals and objectives for the department with subordinates making some of the decisions on methods of goal achievement (i.e .. strategic and tactical decisions).
Participative Leadership
Subordinates having input not only
into tactical decisions but also into policy formulation. It is a team approach whereby everyone has input in the
organization’s goals and objectives and operational strategies and tactics.
4 Types of Sergeants
Traditional, Innovative, Supportive, Active. *Ideal type for today is innovative (community based impact driven)
Transformational Leadership
Where the leader or managers attempt to change direction to broaden interests/horizons of subordinates. Requires vision, charisma, integrity, empowerment….etc
Field Force Analysis
Specify a change. Identify force that supports it and those that impede it. If support < impede unlikely to succeed.
Sustainable Leadership
When change is not objective. Maximining unit effectiveness through oversight and motivation (day to day leadership).
Adaptive Change
When a problem cannot be solved with existing knowledge and skills
