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MGMT2100 > Communication in Leadership > Flashcards

Communication in Leadership Flashcards

1
Q

What is leadership?

A
  • The process by which an individual influences others in ways that help attain group or organisational goals
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2
Q

What are the characteristics of leadership?

A
  • Non-coercive influence
  • Influence is goal-directed
    • Not interested in changing everything
  • Requires followers
  • Leaders ≠ managers
    • A leader will watch the horizon whilst a manager will watch the bottom line
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3
Q

What are the broad sources of leadership power?

A
  • Position Power

* Personal Power

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4
Q

What is position power and what are it’s sources?

A
  • The formal power associated with their jobs - remains vested in the position and are available to anyone who holds it
  • Legitimate power
  • Reward power
  • Coercive power
  • Information power
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5
Q

What is legitimate power?

A

The power someone has because others recognise and accept their authority

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6
Q

What is reward power?

A

The power to control the rewards others receive

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7
Q

What is coercive power?

A

The capacity to control punishment

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8
Q

What is information power?

A

The power a person has by virtue of his or her access to valuable data or knowledge

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9
Q

What is personal power and what are it’s sources?

A
  • The power derived from the leader’s own unique qualities or characteristics
  • Rational Persuasion
  • Expert power
  • Referent power
  • Charisma
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10
Q

What is rational persuasion?

A

The power leaders have by virtue of the logical arguments and factual evidence they provide to support their arguments

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11
Q

What is expert power?

A

The power leaders have to the extent that others recognise their expert knowledge on a topic

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12
Q

What is reference power?

A

The power that individuals have because they are liked and admired by others

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13
Q

What is charisma?

A

The power someone has over others because of their engaging and magnetic personality

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14
Q

What do leaders do?

A
  • Communicate a vision
  • Persuade followes
  • Motivate other towards a common goal
  • Maintain power through communication (e.g. through information dispersal, feedback)
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15
Q

What is strategic communication?

A
  • Communication that is aligned with the company’s overall strategy, to enhance its strategic positioning
  • When companies take a strategic approach to communication, communication becomes integral to the formulation and implementation of strategy
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16
Q

What is the great person theory?

A

Recognises that great leaders possess key traits that set them apart form most others, traits that remain stable over time and across different groups

17
Q

What are the traits in the great person theory?

A
  • Drive
  • Honesty and Integrity
  • Leadership Motivation
  • Cognitive Ability
  • Knowledge of the Business
  • Creativity
  • Flexibility
  • Multiple domains of intelligence
18
Q

What are the two types of leadership motivation?

A
  • Personalised power motivation
    • People’s desires to dominate others, which tend to be reflected in extreme levels of concern about status
  • Socialised power motivation
    • People’s desires for power as a means of achieving shared goals, which they do by cooperating with others
19
Q

What are the multiple domains of intelligence?

A
  • Cognitive intelligence
    • The capacity to process great deals of information accurately
  • Emotional intelligence
    • The capacity to be sensitive to one’s own emotions and the emotional states of others
  • Cultural intelligence
    • Knowledge of the cultural norms of the countries in which a company conducts business
20
Q

What is transformational leadership?

A
  • Transform the world in which they operate
  • Transformational leaders achieve great successes because their behaviour stands to benefit others, they generate excitement
21
Q

What are the aspects of transformational leadership?

A
  • Charisma
  • Self-confidence
  • Vision
  • Environmental sensitivity
    • Transformational leaders are highly realistic about the constraints imposed upon them and the resources needed to change things
  • Intellectually stimulation
  • Interpersonal consideration
    • Transformational leaders give followers the support, encouragement, and attention they need to perform their jobs well
  • Inspiration
  • Morality
22
Q

What are the dimensions of the behavioural approach to leadership and what is true of the choice of combination?

A
  • Permissive-Directive dimension
  • Autocratic-Democratic dimension
  • Choice of combination depends on circumstance, no one style is universally the best
23
Q

What is the permissive-directive dimension?

A
  • The extent to which leaders direct the activities of subordinates and tell them how to carry out their jobs
  • Permissive extreme
    • Not telling subordinates how to do their jobs
  • Directive extreme
    • Telling subordinates precisely how to do their jobs
24
Q

What is the autocratic-directive dimension?

A
  • Autocratic
    • Decisions are made unilaterally
  • Democractic
    • Decision making responsibility is delegated to others
  • People who fall between these two extremes use participative leadership style
25
Q

What is the person-oriented vs production oriented leader theory?

A
  • Initiating structures
  • Consideration
  • Two dimensions are largely independent
  • Research suggests that best results ocur when leaders demonstrate high degrees of concern with both people and production
    • Effects morale and commitment
  • Used in grid training
26
Q

What is initiating structure?

A
  • Production centred
  • Focus mainly on getting the job done
  • Engage in organising wok, inducing subordinates to follow rules, setting goals, making roles explicit
27
Q

What is consideration?

A
  • Person centred
  • Concerned primarily with establishing good relations with their subordinates and being liked by them
  • Engage in doing favours for subordinates, explaining things to them, ensuring their welfare
28
Q

What is the leader-member exchange model?

A
  • Some followers are favoured more than others
  • Distinction is made very early in relationship on the basis of little information
  • In group
    • Favoured by the leader
    • Receive more attention and larger share of resources
    • Tend to perform better
  • Out-group
    • Disfavoured by the leader
    • Receive fewer resources and less attention
    • Tend to perform worse
29
Q

What is servant leadership?

A

leaders exist to serve the needs of team members

30
Q

What distinguishes team leaders?

A
  • Instead of directing people, team leaders work at building trust and inspiring teamwork
  • Rather than focusing simply on training individuals, effective team leaders concentrate on expanding team capacities - team leaders function primarily as coaches
  • Instead of managing one-to-one, team leaders attempt to create a team identity
  • Although traditional leaders work at preventing conflict between individuals, team leaders are encouraged to make the most of differences between members
  • Unlike traditional leaders who simply react to change, team leaders try to forests and influence change
31
Q

What is the LPC contingency theory?

A
  • Matching leaders and tasks
  • Underlying assumption is that a leader’s contribution to the successful performance of his or her group is determined both by the leader’s own traits together with various features of the situation
  • Least Preferred Coworker
  • Situation Favourableness
  • Low LPC leaders are superior to high LPC leaders when situation control is either very low or very high
  • High LPC leaders are superior when situation control falls within the moderate range
  • Since leadership style is fixed, best way to enhance effectiveness is to fit the right kind of leaders to the situations they face or changing the situational control variables
32
Q

What is the least preference coworker?

A
  • The leader’s tendency to evaluate in a favrouable or unfavourable manner the person with whom they have found it most difficult to work
  • Leaders who perceive this person in negative terms (low LPC) are concerned primarily with attaining successful task performance
  • Leaders who perceive this person in positive terms (high LPC) are concerned primarily with establishing good relations with subordinates
  • The theory views LPC as being fixed i.e. leadership styles are unchangeable
33
Q

What is situational favourableness?

A
  • Leaders relations with group members - extent to which he or she enjoys their support or loyalty
  • Task structure
  • Position power
34
Q

What is task structure?

A

The extent to which task goals and subordinates roles are clearly defined

35
Q

What is position power?

A

the formal capacity to enforce compliance by subordinates

36
Q

What is the situational leadership theory?

A
  • Focuses on the best leadership style for a specific employee
  • Depends on the maturity of followers:
    • Task behaviour
      • The degree to which followers have the appropriate job knowledge and skills (i.e. the degree to which they require guidance and direction)
    • Relationship behaviour
      • The degree to which followers are willing to work without taking direction from others (i.e. their need for emotional support)
37
Q

What are the situations of situational leadership theory?

A
  • Telling
    • High task behaviour, low relationship behaviour
    • Specific instruction, close supervision
  • Selling
    • High task behaviour, high relationship behaviour
    • Specific instruction, being very supportive
  • Participating
    • Low task behaviour, high relationship behaviour
  • Delegating
    • Low task behaviour, low relationship behaviour
38
Q

What must leaders do in situational leadership theory?

A
  • Diagnose the situation they face
  • Identify appropriate behavioural style
  • Implement that response
  • Constantly reassess
39
Q

What is action learning?

A
  • Continuous process of learning and reflection designed to stop leaders from falling back to old methods after training is done
  • Leaders develop most effectively when they are working on real orngaiastional problems

MGMT2100 (11 decks)

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