Chapter 9 Flashcards
Leadership
Process by which a person exerts influence over other people and inspires, motivates, and directs their activities to achieve group or organizational goals
Personal leadership style
Emotional intelligence: The ability to understand and manage one’s own emotions and the emotions of other people
Servant leadership: Desire to work for the benefit of others; to share power with followers
Indigenous leadership: Leadership as helping people
Authentic leadership: Being true, transparent, and thoughtful about one’s response to leading
Compassionate leadership: Able to make difficult decisions in a humane manner
Discretionary leadership: Experts leading experts, immersion int eh details and collaboration
Types of Power
Legitimate power: authority resulting from position in organization’s hierarchy
- At your job, your boss has legitimate power over you
Reward power: ability to give or withhold tangible and intangible rewards
Coercive power: ability to persuade someone to do something that they wouldn’t otherwise do
- If I am wearing a lab coat, and I tell you to take the pills, you will say yes. Even if I am not a doctor. Why? Because I am wearing a lab coat.
Expert power: based on special knowledge, skills and expertise of leader Because of the expertise of this person, you will listen to what they have to say.
- Michael Jordan tells you to buy running shoes. What do you do? You got buy them because he is an expert. If he says to go buy underwear, there’s not much expertise there to support him.
Referent power: function of personal characteristics of the leader which earn worker’s respect, admiration and loyalty
- Michael Jordan tells me to buy a pair of underwear. Because I like him, want to be like him and want him to like me, I will buy the underwear. Is Johnny Depp a chemist? No, but he’s an attractive person and despite not having any know how of making a good cologne, you will buy that cologne.
Intelligence (Trait Model)
Helps managers understand complex issues and solve problems
Knowledge and Expertise (Trait Model)
Help managers make good decisions and discover ways to increase efficiency and effectiveness
Dominance (Trait Model)
Helps managers influence their subordinates to achieve organizational goals
Self-confidence (Trait Model)
Contributes to managers’ effectively influencing subordinates and persisting when faced with obstacles or difficulties
High Energy (Trait Model)
Helps managers deal with the many demands they face
Tolerance for stress (Trait Model)
Helps managers deal with uncertainty and make difficult decisions
Integrity and Honesty (Trait Model)
Help managers behave ethically and earn their subordinates’ trust and confidence
Maturity (Trait Model)
Helps managers avoid acting selfishly, control their feelings, and admit when they have made a mistake
Consideration: Employee-centred behaviours (The Behavioural Model)
Managers show care, trust and respect towards subordinates
o Emphasis on well-being of employees and interpersonal relations
Initiating structure: Project-oriented behaviours (The Behavioural Model)
Leaders define and structure their role and the roles of their subordinates in order to achieve organizational goals
o Emphasis on task-related and goal-achievement behaviours,
o Including technical aspects of job
Path-Goal Theory
- Find out what outcomes your subordinates are trying to obtain from their jobs in the organization
- Reward subordinates for high performance and goal attantment with the outcomes theu desire
- Clarify the paths to goal attainment for subordinates, remove any obstacles to high performance, and express confidence in subordinates’ capabilities
Leader Substitutes Model
In some situations, leadership is unnecessary because of:
- Leader attributes: something that acts in the place of the influence of a leader
o Managers do not always need to directly exert influence over subordinates
o Worker empowerment or self-management teams free up leaders’ time for other important activities
Transformational leadership (Visionary Models of Leadership)
Transactional leadership: managers motivate their subordinates in the direction of established goals
- Employees will generally meet (but not exceed) expectations
Transformational leadership: makes subordinates aware of the importance of their jobs and performance to the organization This is where I am telling you why its important that we get there. I might not tell you how to do it step by step, but you know why its important.
- Provides compelling vision and sense of mission
- Inspires subordinates to exceed standards
- Stimulates the intelligence of subordinates
- Shows consideration for personal growth needs of subordinates
Charismatic leadership (- Charismatic leadership)
Charismatic leaders: enthusiastic, self-confident leaders who are able to clearly communicate their vision of the organization should operate
Key characteristics:
- Vision and articulation
- Personal risk
- Environmental sensitivity
- Sensitivity to follower needs
- Unconventional behaviour
Turnaround leadership (- Turnaround leadership)
In leading a company that requires turning around:
- Communication with customers and employees
- Refocus strategy
- Add value for customers
Gender and Leadership Effectiveness:
- Gender Stereotypes:
o Women are often associated with communal traits (e.g., empathy, collaboration).
o Men are often associated with agentic traits (e.g., assertiveness, decisiveness). - Leadership Style Preferences by Gender:
o Women may lean toward transformational or participative leadership styles.
o Men may lean toward transactional or directive leadership styles.
Cultural Influences on Leadership Effectiveness:
Cultural Dimensions (e.g., Hofstede’s Dimensions):
- Individualism vs. Collectivism: Leaders in individualistic cultures may focus on personal achievement, while those in collectivist cultures prioritize group goals.
