Chapters 1-3 Flashcards
An influence relationship among leaders and followers who intend real changes and outcomes that reflect their shared purposes.
Leadership
What are the factors of leadership?
Followers
Influence
Personal responsibility & integrity
Intention
Change
Shared purpose
(FIPICS)
True or False: Relationship among people is not passive.
True
True or False: Qualities for effective leadership are also needed to be an effective follower.
True
A shared mindset that represents a fundamental way of thinking about, perceiving, and understanding the world.
Paradigm
Old Paradigm Leadership Chart
Stabilizer
Controller
Competitor
Diversity Avoider
Hero
(SCCDH)
New Paradigm Leader Chart
Change Manager
Facilitator
Collaborator
Diversity Promoter
Humble
(CFCDH)
Attainment of organizational goals in an effective and efficient manner through planning & organizing, staffing & directing, controlling organizational resources.
Management
Picture of an ambitious, desirable future for the organization or team
Vision
Theories where leadership was conceptualized as a single great man who put everything together and influenced others to follow along based on the strength of inherited traits, qualities, and abilities.
Great man theories
Theories where picture of ambitious, desirable future for the organization or team.
Trait Theories
Theories where leaders’ behaviour toward followers correlated with leadership effectiveness or ineffectiveness
Behaviour theories
Theories where leaders can analyze their situation and tailor their behaviour to improve leadership effectiveness.
Contingency theories
Also known as situational theories
Contingency theories
Theories where it examines the influence processes between leaders and followers
Influence theories
Influence based on the qualities and charismatic personality of the leader
Charismatic leadership
Theories where it focus on how leaders and followers interact and influence one another
Relational theories
2 Important Relational Theories
Transformational leadership
Servant leadership
Giving up control in the traditional sense and encouraging the growth and development of others to ensure organizational flexibility and responsiveness.
Agile Leadership
A phenomenon in which a manager with an impressive track record reaches a certain level but goes off track and can’t advance because of a mismatch between job needs and personal skills and qualities.
Derailment
5 Fatal Flaws that cause derailment
- Performance Problems
- Problems with relationships
- Difficulty Changing
- Difficulty building and leading a team.
- Too Narrow Management Experience
Failing to meet business objectives because of too much time promoting themselves and playing politics, a failure to fulfill promises, or a lack of attention to priorities.
Performance problems
Being insensitive, manipulative, critical, and not trustworthy in relationships with peers, direct reports, customers and others.
Problems with relationships
Not learning from feedback and mistakes to change old behaviours; defensive, unable to handle pressure, unable to change management style to meet new demands.
Difficulty changing
Poor management of direct reports; inability to get work done through others; not identifying and hiring the right people.
Difficulty building and leading a team
Inability to work effectively or collaborate outside their current function; failing to see big picture when moved into general management position over several functions.
Too Narrow Management Experience
Distinguishing personal characteristics of a leader, such as intelligence, honesty, self-confidence, and appearance
Traits
A leadership perspective that sought to identify the inherited traits leaders possessed that distinguished them from people who were not leaders
Great Man Approach
Tendency to see the positive side of things and expect that things will turn out well
Optimism
Assurance in one’s own judgments, decision making, ideas, and capabilities
Self-confidence
Truthfulness and nondeception
Honesty
Quality of being whole, integrated, and acting in accordance with solid ethical principles
Integrity
High motivation that creates a high effort level by a leader
Drive
A natural talent or ability that has been supported and reinforced with learned knowledge and skills.
Strength
3 Types of Leadership Roles
Operational Role
Collaborative Role
Advisory Role
Vertically oriented leadership role. Executive has direct control over people and resources. Uses power to accomplish results.
Operational Role
Horizontal leadership role. Works behind the scenes and uses personal power to influence others and get things done.
Collaborative Roled
Provides guidance and support. Responsible for developing broad organizational capabilities rather than accomplishing specific business results.
Advisory role
Centralizes authority and derives power from position, control of rewards, and coercion.
Autocratic Behaviour Approach
Delegates authority, encourage participation, relies on subordinates’ knowledge for completion of tasks, and depends on subordinate’s respect for influence.
Democratic behaviour approach
Effective if subordinates possess decision-making skills
Democratic Behaviour Approaches
Effective when the skill difference between the leader and subordinates is high.
Autocratic Behaviour Approaches
The extent to which a leader is sensitive to subordinates, respects their ideas and feelings, and establishes mutual trust
Consideration
The extent to which the leader is task oriented and directs subordinates’ work activities toward goal achievement
Initiating Structure
Leadership behaviour that displays a focus on the human needs of subordinates
Employee-centered
Leadership behaviour in which leaders direct activities toward efficiency, cost cutting, and scheduling with an emphasis on goals and work facilitation
Job-centered
A two-dimensional leadership model that describes major leadership styles based on measuring both concern for people and concern for production
Leadership grid
A theory based on the notion that a leader develops a unique relationship with each subordinate or group member, which determines how the leader behaves toward the member and how the member responds to the leader
Individualized leadership
Stages of Development of Individualized Leadership
Vertical Dyed Linkage
Leader-Member Exchange
Partnership Building
