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MGT 305 > Exam 1: Intro & Leadership > Flashcards

Exam 1: Intro & Leadership Flashcards

1
Q

Formal Leadership

A

Recognized by those outside of the group as official leader ; Appointed by organization to serve as formal agent of group

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2
Q

Informal Leadership

A

Member of group acknowledge as leader ; Not assigned by organization

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3
Q

Emergent Leaders

A

Arise from dynamics & processes that unfold within & among group of individuals as they endeavor to achieve collective goal ; Person steps up over time through group interactions

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4
Q

Reward Power

A

Power due to belief that they can provide rewards/outcomes like money/recognition

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5
Q

Coercive Power

A

Power due to belief that they can punish by inflicting pain or withhold something of value

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6
Q

Referent Power

A

Power given because others want to associate with or be accepted by them

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7
Q

Expert Power

A

Power because others believe that they have and are willing to share expert knowledge that they need

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8
Q

Resource Power

A

Extends expert power to include resources such as info, time, or materials

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9
Q

Legitimate Power

A

Power because other people believe that they possess the “right” to influence them & they ought to obey/Power given through assigned roles ; Can originate in traditions, laws, institutional roles , etc ; Ex: Police officer has power to arrest people

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10
Q

Leadership

A

Ability to influence employees to voluntarily pursue organizational gains

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11
Q

Power

A

Potential to influence others behavior

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12
Q

Subordinate Power

A

Legal & just control exerted upward within an organization ; People working together

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13
Q

3 Organizational Powers

A

Legitimate, Reward, Coercive

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14
Q

3 Personal Powers

A

Expert, Referent, Subordinate

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15
Q

Leadership Continuum

A

Typical pattern of behavior that leaders use to influence employees to achieve organizational goals

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16
Q

Leadership style with most control

A

Autocratic/Authoritarian

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17
Q

Leadership style with moderate control

A

Participative/Democratic

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18
Q

Leadership style with least control

A

Free-Rein/Laissez-Faire

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19
Q

Autocratic/Authoritarian Leadership

A

Leaders retain most of authority for themselves ; Low participation from group members

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20
Q

Participative/Democratic Leadership

A

Leaders share decision making with group members (voting) ; Moderate participation from group members

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21
Q

Free-Rein/Laissez-Faire Leadership

A

Leaders turn over virtually all authority & control to group ; High participation from group members

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22
Q

Traits

A

Not a good predictor of leadership success ; We all have them & should be aware of how we react to others

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23
Q

Great Man Theory

A

Some people born with necessary attributes to be great leaders

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24
Q

Common Leadership Traits

A

Drive, motivation, honesty/integrity, self-confidence, cognitive ability, knowledge of business

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25
Q

Sex/Gender Traits

A
  • Men more often leaders
  • Gender more predictive
  • Androgynous equally likely as masculine to become leaders
  • Women: More concerned with interpersonal needs & democratic
  • Men: More concerned with task needs & autocratic
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26
Q

Dispositional Traits

A
  • Moods affect followers functionality
    Positive moods more competent interpersonally/contribute to more group activities/function more effectively
  • High energy transfers to followers = Group cohesiveness & productivity = Lower group turnover + more followers engaging in acts of good group citizenship
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27
Q

Self-Monitoring Traits

A
  • Strength of ability & willingness to read cues to alter one’s behavior to manage presentation
  • High self-monitors good @ reading cues & emerge as leaders more often vs low self-monitors less sensitive to cues/lack motivation & ability to manage how they come across
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28
Q

Leader Behavior Study Findings

A

Focusing on employees lead to better/efficient production

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29
Q

Fiedler’s Contingency Theory

A

There’s 3 leadership styles, most leaders use 1/3, difficult to adopt new style > For leader to be effective, style must fit situation

30
Q

LPC “Least-Preferred Coworker”

A

Scores reflect leader’s underlying disposition toward others
High LPC = Relationship oriented
Low LPC = Task oriented

31
Q

3 Situational Factors in Contingency Theory

A

Leader-Member Relations, Task Structure, Position Power

32
Q

Leader-Member Relations

A

Degree of group’s acceptance of leader, ability to work together, & members’ level of loyalty to leader

33
Q

Task Structure

A

Degree to which tasks specifies detail, unambiguous goal, & how to achieve it

34
Q

Position Power

A

Leader’s direct ability to influence group members

35
Q

Path-Goal Theory

A

Effective leader provides organizational members with path to valued goal ; Style is flexible & can be changed

36
Q

4 Behavior Dimensions

A

Supportive, Directive, Participative, Achievement-Oriented > In order to be effective. leaders must engage in wide variety of behaviors

37
Q

Supportive Behavior

A
  • Demonstrates concern for well-being & personal needs of org members / Friendly, approachable, & considerate
  • Effective when org member is performing boring, stressful frustrating, tedious, or unpleasant task`
38
Q

Directive Behavior

A
  • Set goals & performance expectations, let org members know what is expected, provide guidance, establish rules/procedures, & schedule/coordinate activities
  • Effective when role ambiguity is high
39
Q

Participative Behavior

A
  • Consults with group members about job-related activities & consider opinions/suggestions when making decisions
  • Effective when tasks are unstructured
40
Q

Achievement-Oriented Behavior

A
  • Set challenging goals, seek improvement in performance, emphasize excellence, & demonstrate confidence in org members’ ability to attain high standards
  • Effective when capitalizing on members’ needs for achievement & use goal-setting theory for advantage
41
Q

Substituted for Leadership

A
  • Clarify role expectations, motivate org members, satisfy members
  • Supplement behavior of leader
  • “Professional” orientations, structured unambiguous tasks, feedback provided by task, intrinsically satisfying tasks, cohesive group work, formalization
42
Q

Neutralizers of Leadership

A
  • Not helpful > Prevent leaders from acting as they wish
  • Leader separated with limited communication, low position power, inflexibility, indifferences toward rewards offered by organization
43
Q

Transformal Leadership

A
  • Moves & changes things “in a big way”
  • Increase followers’ awareness of importance of designated outcome
44
Q

Visionary Leadership

A
  • Influence others through emotion/intellectual attraction to leader’s dreams of what “can be”
  • Link present state to future state
45
Q

Charismatic Leadership

A
  • Possesses legitimate power that arises from “exceptional sanctity, heroism, or exemplary character”
  • MLK, Ronald Reagan, Gandhi
46
Q

Goal Theory

A

People will perform better if they have difficult, specific, accepted performance goals or objectives

47
Q

Equity Ratio

A

(outcomes of one/inputs of one) = (outcomes of others/inputs of others)

48
Q

Equity Ratio

A
  • Balance between input & outputs
  • Fix unbalances by altering outcomes or inputs, distorting perception, changing reference, or quitting
49
Q

Theory X & Y

A

X: Most people do not like to work & must be coerced
Y: People love to work & are capable of self-managing

50
Q

Organization that reserves some profit for charitable work

A

Benefit corporations

51
Q

2- Factor Theory

A

Satisfiers: presence = positive effect , absence = no effects
Dissatisfiers: presence = no effect, absence = negative effect

52
Q

Effort-Performance (expectancy)

A

You know you can do the job

53
Q

Performance-Reward (Instrumentality)

A

You can reach the goal

54
Q

Reward-Personal (valence)

A

Goal is something you want

55
Q

Drive Theory

A

Take away money & people are motivated by autonomy, mastery, & purpose

56
Q

Goal setting theory

A

Goals that are SMART are more motivating than vague or easy goals

57
Q

Doxon Law

A

Level of energy put in is optimal at medium

58
Q

3 “P”s

A

People, Profit, Planet

59
Q

Open System

A

Obtain resources externally & distribute product/service externally

60
Q

Closed System

A

Obtains resources internally but does not distribute externally (consumes product)

61
Q

Behaviors of effective leaders

A

Adapt to situations, provide stable performance, demand high standard of performance, Provide emotional support, give frequent feedback, have strong customer orientation, recover from setbacks, play role of servant leader

62
Q

People-oriented leaders

A

For orgs that need strong leadership in facing an unclear future, high turnover, weak leaders, or distrust

63
Q

Production-oriented

A

For orgs that need to solve immediate crisis, change quickly or in very positive or negative situation

64
Q

Mentoring

A

Long term > Developing protege through coaching, tutoring, guidance

65
Q

Coaching

A

Short term > Problem solving, intervention

66
Q

Shadowing

A

Least effective > Observation of work activities of mentor

67
Q

Leader-Member Exchange

A

You are “in” or “out”

68
Q

Shared Leadership

A

2 Leaders for complex problems/big groups

69
Q

Servant Leadership

A

Provide service to others

70
Q

Intrinsic motivation

A

Desire to perform behavior effectively for its own sake

MGT 305 (1 decks)

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