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COMM 222 > Chapter 9 - Leadership > Flashcards

Chapter 9 - Leadership Flashcards

1
Q

Leadership

A

influence that particular individuals have on goal achievement of others: motivating people and gaining their commitment

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2
Q

Effective leadership

A

enhancing productivity, innovation, satisfaction and commitment of workforce for goals

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3
Q

Strategic leadership

A

long term implications: involves anticipating, envision, maintain flexibility, work with others to initiate changes to make the future better

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4
Q

Formal leadership

A

titles like managers, executive, supervisor that occupy assigned leadership roles

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5
Q

Informal leadership

A

No formal authority within the organization. emerge naturally

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6
Q

Trait theory of leadership

A

depends on personal qualities/inherent traits of the leader; special set of traits that distinguish leaders from mass of followers

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7
Q

Traits

A

individual characteristic like physical attributes, intellectual ability and personality: all big 5 (mostly extraversion and conscientiousness)

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8
Q

Relationship between traits and leadership

A

affective and relational measures of effectiveness more than performance

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9
Q

Limitations of the traits theory of leadership

A
  • hard to determine if traits or opportunity to leadership come first
  • does not say what leaders do to influence others
  • Does not take into account the situation
  • lead to bias and discrimination
  • traits are preconditions for actions to be successful
  • leader bahaviour impact > leader traits impact
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10
Q

Leadership behaviours

A

consideration & initiating structure: not related to effectiveness equally across situations, depend on task, employee and setting

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11
Q

Consideration

A

extent to which a leader is approachable and shows personal concern and respect (friendly, egalitarian, appreciation and support)

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12
Q

Initiating structure

A

leader concentrate on goal attainment (task focused instead of people)

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13
Q

consideration is more related to

A

follower satisfaction, motivation and leader effectiveness

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14
Q

initiating structure is more related to

A

leader job performance and group performance

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15
Q

if high pressure due to deadlines, unclear tasks or threat

A

initiating structure increases satisfaction and performance

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16
Q

if goals and methods are very clear

A

consideration should promote employee satisfaction, while structure promote dissatisfaction

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17
Q

Situational theories of leadership

A 
effectiveness of leadership depends on:
-characteristics of employees
-nature of the task they are performing
-characteristics of organization
one leader who is effective in one situation might not in another one
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18
Q

House’s path-goal theory

A

manager defines the path to various goals of importance to employees: i.e. job satisfaction, leader acceptance and high effort

19
Q

effective leader

A

forms a connection between employee goals and company goals

20
Q

to achieve job satisfaction and leader acceptance

A

leader behaviour be perceived immediately satisfying or leading to future satisfaction

21
Q

to promote employee effort

A

make rewards dependent on performance (expectancy theory) and make sure employees know how to achieve them

22
Q

Directive behaviour

A

schedule work, maintain performance standards = initiating structure

23
Q

achievement-oriented behaviour

A

encourage to exert high effort and strive for a high level goal accomplishment

24
Q

Supportive behaviour

A

friendly, approachable, concerned with pleasant interpersonal relationships = consideration

25
Q

Participative behaviour

A

consult with employees and ask for opinions

26
Q

path-goal theory concerned with 2 primary classes of situational factors

A

employee characteristics & environment factors

27
Q

Employee characteristics

A

high need achievers –> achievement oriented leaders
followers –> directive leaders
low task ability –> directive leaders

28
Q

Environmental factors

A

tasks are clear/routine –> NOT directive/participative
tasks challenging and ambiguous –> directive/participative
frustrating tasks –> supportive leadership

29
Q

Participative leadership

A
  • > vary in how much they involve employees
  • > Minimal: obtaining employee opinions before decision
  • > Maximal: allows employees make own decisions
  • > participation can involve/entire group
  • > choice of participative strategy depends on situation
30
Q

Potential advantages of participative leadership

A

Motivation increase
Establish of work goals and how to accomplish them
increase intrinsic motivation
enhance quality of decisions
empowers employee to take direct action and solve problems
increase employee’s acceptance of decisions

31
Q

Potential problems of participative leadership

A

demands time and energy
Loss of power
Lack of receptivity or knowledge (if leader is not trusted or poor labour climate)

32
Q

Transactional leadership

A

exchange relationship between leader and followers

33
Q

contingent reward behavior

A

gives reward based on employee performance

34
Q

management by exception

A

leader takes corrective action on the basis of the results of leader-follower transactions

35
Q

Transformational leadership

A

new vision that implant true commitment: 1) change attitude towards new vision 2)encourage performance beyond

36
Q

transformational leaders are

A
  • good at transactional aspects of clarify paths

- reward good performance

37
Q

Key dimensions of transformational leaders

A
  1. intellectual stimulation
  2. Individualized consideration
  3. Inspirational motivation
  4. Charisma ***
38
Q

Intellectual stimulation

A

stimulate employees to think on problems, issues and strategies while leader challenges assumptions and takes risk

39
Q

Individualistic consideration

A

treating employees as distinct individuals: indicating concern for their needs/personal development and a coach when appropriate

40
Q

Inspirational motivation

A

stimulate enthusiasm, challenge with high standards, communicate optimism about future plans

41
Q

Charisma

A

ability to command strong loyalty and devotion = strong influence
provides for emotional aspect of transformational leaders
strongly related to follower satisfaction and leadership effectiveness

42
Q

transformational leadership is found to be the

A

most consistent predictor of effective leadership

43
Q

overall best leaders are

A

transformational and transactional

COMM 222 (7 decks)

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