Exam 2 11/16 Flashcards
Task-Oriented Style
Task-oriented people are goal oriented
They want to achieve.
Their work is where they find meaning.
Reaching a goal is a positive expression of who they are.
Relationship-Oriented Style
Relationship-oriented people find meaning in being rather than in doing.
Instead of seeking out tasks, relationship-oriented people want to connect with others.
They have strong orientation in the present and find meaning in the moment.
Task leadership behaviors facilitate
goal accomplishment
Task leader initiates structure by
organizing work
defining responsibility
scheduling work activities
Task leader engages in production orientation which stresses
The production and technical aspects of the job
The focus is on how the job will be done
Leaders will always be required to exhibit some degree of
Task behavior
Relationship leadership behaviors help subordinates feel comfortable with
themselves, with each other, and with the situation
Relationship leader behaviors
Consideration behaviors
Employee orientation
Concern for people
Consideration behavior builds
Camaraderie
Respect
Trust
Regard between leaders and followers
Employee orientation involves
Taking an interest in workers as human beings
Valuing their uniqueness
Giving special attention to their personal needs
Concern for people involves
Building trust
Providing good working conditions
Maintaining a fair salary structure
Promoting good social relations
Relationship leadership behavior is about three things
Treating followers with dignity and respect
Building relationships and helping people get along
Making the work setting a pleasant place to be
A leader’s challenge with task and relationship leadership is to
integrate the two in an optimal way
When followers feel uncertain about their roles and responsibilities and want tasks to be clarified
task leadership is important
When followers want to be affiliated or connected to others more than they want direction
relationship leadership is important
Summarize the leadership snapshot on Mick Wilz
dyslexic so showed employees a redesign by showing not telling
relationship-oriented approach
Leadership skills
Give people the capacity to influence others
Are a critical component in successful leadership
3 core areas of leadership skills
administrative
interpersonal
conceptual
Leadership skills refer to
learned competencies that leaders are able to demonstrate in performance
Administrative leadership skill sets
Showing technical competence
Managing resources
Managing people
Administrative skills
The competencies needed to carry out the purposes & goals of the organization
Administrative skills involve
Involve planning, organizing work, coordinating work activities
Allow leaders to accomplish the mundane, but critically important, aspects of leadership
Managing people
An effective leader connects with people & understands the tasks, the skills required to perform them, & the overall environment.
Managing people includes helping employees to
work as a team
motivate them to do their best
promote satisfying relationships among employees
Portion of Administrative that occupies the most time
Managing people
Managing resources
requires a leader to be competent in both obtaining and allocating resources
can be money, supplies, equipment, space, etc., anything needed to operate an organization
The ultimate responsibility of resource management rests on the leader.
Showing Technical Competence
involves having specialized knowledge about our work
A leader is more effective when he or she has knowledge about the activities subordinates are asked to perform.
A leader is not required to have technical competence in every situation.
AKA Functional Competence
Interpersonal Skills
skills—the abilities that help a leader to work effectively with subordinates, peers, & superiors, to accomplish the organization’s goals
Interpersonal skill sets
Being Socially Perceptive
Showing Emotional Intelligence
Managing Interpersonal Conflict
Being socially perceptive
involves understanding the unique needs, goals, & demands of different constituencies
Being socially perceptive involves having insight into & awareness of
what is important to others
how they are motivated
the problems they face
how they react to change
Showing Emotional Intelligence
a person’s ability to understand his or her own & others’ emotions apply this to life’s tasks perceive & express emotions use emotions to facilitate thinking understand & reason with emotions manage emotions effectively
Emotional intelligence is critical indicator of a manager’s ability to
deal with conflict
Self-awareness
Understanding own emotions
Social awareness
Recognizing others’ emotions
Self-management
Regulating own emotions
Relationship management
Responding to others’ emotions
Enhancing Emotional Intelligence
work on becoming aware:
of their own emotions
the emotions of others
how to regulate his or her emotions & put them to good use
Conflict creates
the need for change and occurs as the result of change
Conflict
is the struggle between two or more individuals over perceived differences regarding substantive issues or relational issues
Although uncomfortable, conflict is not
unhealthy nor necessarily bad
If conflict is managed effectively there is
a reduction of stress, an increase in creative problem solving, and improved group relations
Conceptual skills
involve the thinking or cognitive aspects of leadership, such as concepts and ideas
Conceptual skill sets
Problem Solving
Strategic Planning
Creating Vision
Problem Solving Skills
are a leader’s cognitive ability to take corrective action in a problem situation to meet desired objectives
Problem Solving Skills include
identifying the problem
generating alternative solutions
selecting the best solution from among the alternatives
implementing that solution
Strategic planning
requires developing careful plans of action based on available resources & personnel to achieve a goal
Boal & Hooijberg (2000) suggest that strategic leaders need to have
ability to learn
capacity to adapt
managerial wisdom
Ability to learn
capacity to absorb new information and apply it towards new goals
Capacity to adapt
being able to respond quickly to changes in the environment
Managerial wisdom
a deep understanding of people and the environment in which they work
Creating vision
requires the capacity to challenge people with compelling visions of the future
To create vision, a leader needs to
set forth a picture of a future that is better than the present
move others toward a new set of ideals & values that will lead to the future
Vision
a mental model of an ideal future state—“what could be.”
Visions imply change & challenge people to
reach a higher standard of excellence, giving meaning & purpose to people
Ideally visions are shared by
the leader & members of the group or organization
Covey identifies vision as one of the seven habits of highly effective people
They “begin with the end in mind” & have a deep understanding of their goals, values, & mission in life, which provides the basis for everything else they do
Loehr and Schwartz stress that people are a
“mission-specific species” & their goal should be to mobilize their sources of energy to accomplish their intended mission
Kouzes and Posner’s_____ identifies vision as
Leadership Practices Instrument
identifies vision as one of the five practices of exemplary leadership
Transformational leaders demonstrate vision as
one of four factors of performance
Charismatic leaders create changes by
linking their values & vision to the self-concept of followers
Nanus, Zaccaro & Banks suggest visions have five characteristics
A picture A change Values A map A challenge
A picture
A vision creates a picture of a future that is better than the status quo—an idea about the future that requires an act of faith by followers.
A change
Visions represent a change in the status quo, a change toward something more positive in the future.
Values
Advocating change within an organization requires an understanding of one’s own values, the values of others, and the values of the organization.
A map
A vision provides people with the map to guide them, to let them know when they are on- or off-track.
A challenge
A vision challenges people to transcend the status quo to do something to benefit others.
Articulating Vision
While it is important to have a vision, it is equally important to be able to articulate that vision to others.
Leaders need to highlight the intrinsic value of their vision, emphasizing
how the vision presents ideals worth pursuing
Leaders must adapt their vision to their audience—they need to articulate their visions so that
they fit within others’ latitude of acceptance
Articulating a vision requires
the right language, words that are motivating & inspiring
using inclusive language
inspiring symbols
Implementing Vision
The leader must model the attitudes, values, and behaviors set forth in the vision—the leader must be the living example of the ideals articulated in the vision
Implementing vision is true test of
a leader
When leaders are seen acting out the vision
it builds credibility
Implementation requires a leader
to set expectations high for others
Setting challenging goals
motivates people
Motivation is fostered when
followers (employees) are given specific and difficult goals; Rather than no goals, easy goals, or “do your best” goals
10 characteristics of servant leaders
Listening, empathy, healing, awareness, persuasion, conceptualization, foresight, stewardship, commitment to the growth of people, building community
