Exam 1: Intro & Leadership Flashcards
Formal Leadership
Recognized by those outside of the group as official leader ; Appointed by organization to serve as formal agent of group
Informal Leadership
Member of group acknowledge as leader ; Not assigned by organization
Emergent Leaders
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
Reward Power
Power due to belief that they can provide rewards/outcomes like money/recognition
Coercive Power
Power due to belief that they can punish by inflicting pain or withhold something of value
Referent Power
Power given because others want to associate with or be accepted by them
Expert Power
Power because others believe that they have and are willing to share expert knowledge that they need
Resource Power
Extends expert power to include resources such as info, time, or materials
Legitimate Power
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
Leadership
Ability to influence employees to voluntarily pursue organizational gains
Power
Potential to influence others behavior
Subordinate Power
Legal & just control exerted upward within an organization ; People working together
3 Organizational Powers
Legitimate, Reward, Coercive
3 Personal Powers
Expert, Referent, Subordinate
Leadership Continuum
Typical pattern of behavior that leaders use to influence employees to achieve organizational goals
Leadership style with most control
Autocratic/Authoritarian
Leadership style with moderate control
Participative/Democratic
Leadership style with least control
Free-Rein/Laissez-Faire
Autocratic/Authoritarian Leadership
Leaders retain most of authority for themselves ; Low participation from group members
Participative/Democratic Leadership
Leaders share decision making with group members (voting) ; Moderate participation from group members
Free-Rein/Laissez-Faire Leadership
Leaders turn over virtually all authority & control to group ; High participation from group members
Traits
Not a good predictor of leadership success ; We all have them & should be aware of how we react to others
Great Man Theory
Some people born with necessary attributes to be great leaders
Common Leadership Traits
Drive, motivation, honesty/integrity, self-confidence, cognitive ability, knowledge of business
Sex/Gender Traits
- 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
Dispositional Traits
- 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
Self-Monitoring Traits
- 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
Leader Behavior Study Findings
Focusing on employees lead to better/efficient production
Fiedler’s Contingency Theory
There’s 3 leadership styles, most leaders use 1/3, difficult to adopt new style > For leader to be effective, style must fit situation
LPC “Least-Preferred Coworker”
Scores reflect leader’s underlying disposition toward others
High LPC = Relationship oriented
Low LPC = Task oriented
3 Situational Factors in Contingency Theory
Leader-Member Relations, Task Structure, Position Power
Leader-Member Relations
Degree of group’s acceptance of leader, ability to work together, & members’ level of loyalty to leader
Task Structure
Degree to which tasks specifies detail, unambiguous goal, & how to achieve it
Position Power
Leader’s direct ability to influence group members
Path-Goal Theory
Effective leader provides organizational members with path to valued goal ; Style is flexible & can be changed
4 Behavior Dimensions
Supportive, Directive, Participative, Achievement-Oriented > In order to be effective. leaders must engage in wide variety of behaviors
Supportive Behavior
- 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`
Directive Behavior
- 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
Participative Behavior
- Consults with group members about job-related activities & consider opinions/suggestions when making decisions
- Effective when tasks are unstructured
Achievement-Oriented Behavior
- 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
Substituted for Leadership
- 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
Neutralizers of Leadership
- Not helpful > Prevent leaders from acting as they wish
- Leader separated with limited communication, low position power, inflexibility, indifferences toward rewards offered by organization
Transformal Leadership
- Moves & changes things “in a big way”
- Increase followers’ awareness of importance of designated outcome
Visionary Leadership
- Influence others through emotion/intellectual attraction to leader’s dreams of what “can be”
- Link present state to future state
Charismatic Leadership
- Possesses legitimate power that arises from “exceptional sanctity, heroism, or exemplary character”
- MLK, Ronald Reagan, Gandhi
Goal Theory
People will perform better if they have difficult, specific, accepted performance goals or objectives
Equity Ratio
(outcomes of one/inputs of one) = (outcomes of others/inputs of others)
Equity Ratio
- Balance between input & outputs
- Fix unbalances by altering outcomes or inputs, distorting perception, changing reference, or quitting
Theory X & Y
X: Most people do not like to work & must be coerced
Y: People love to work & are capable of self-managing
Organization that reserves some profit for charitable work
Benefit corporations
2- Factor Theory
Satisfiers: presence = positive effect , absence = no effects
Dissatisfiers: presence = no effect, absence = negative effect
Effort-Performance (expectancy)
You know you can do the job
Performance-Reward (Instrumentality)
You can reach the goal
Reward-Personal (valence)
Goal is something you want
Drive Theory
Take away money & people are motivated by autonomy, mastery, & purpose
Goal setting theory
Goals that are SMART are more motivating than vague or easy goals
Doxon Law
Level of energy put in is optimal at medium
3 “P”s
People, Profit, Planet
Open System
Obtain resources externally & distribute product/service externally
Closed System
Obtains resources internally but does not distribute externally (consumes product)
Behaviors of effective leaders
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
People-oriented leaders
For orgs that need strong leadership in facing an unclear future, high turnover, weak leaders, or distrust
Production-oriented
For orgs that need to solve immediate crisis, change quickly or in very positive or negative situation
Mentoring
Long term > Developing protege through coaching, tutoring, guidance
Coaching
Short term > Problem solving, intervention
Shadowing
Least effective > Observation of work activities of mentor
Leader-Member Exchange
You are “in” or “out”
Shared Leadership
2 Leaders for complex problems/big groups
Servant Leadership
Provide service to others
Intrinsic motivation
Desire to perform behavior effectively for its own sake
