EXAM 3: Chapter 13 - Leadership Flashcards
Traits Approach
Traits – is there a leader gene?
Intelligence, Openness to experience, Extraversion, Conscientiousness, Emotional stability, High self-monitoring
Seems to be stable across the life-span
Needs
Need for power, achievement, affiliation
Skills
Thought and People Leadership, Technical aspects
Behavior Approach
Actions individual takes to lead the group
Ohio State Studies
Developed questionnaire to measure leadership
LBDQ - Leader Behavior Description Questionnaire
Completed by FOLLOWER
Ohio State Studies
Two dimensions of LBDQ
1. Consideration: Considerate of the feelings of followers, supportive, participative
Ex.: He is friendly and approachable.
2. Initiating Structure: Extent to which leader organizes group, directive, task-oriented
Ex.: He schedules work to be done.
Highly successful leaders tend to have ability in both areas
Fiedler contingency model
Least-Preferred Coworker (LPC) Scale
Situation Favorability
high task structure
high position power
good leader-member relations
High LPC leaders best with moderate favorability
Low LPC leaders best with low or high favorability
Path Goal
Contingency theory
Leaders influence subordinates to attain a goal.
Leaders clarify the path to the goals.
Integrates job satisfaction, motivation and leadership
Effective leaders need all 4 types of leader behavior
Instrumental
Supportive
Participative
Achievement-oriented
Leader Membership Exchange (LMX) Theory
Leaders categorize subordinates into those who are
Competent and have skills
Can be trusted
Want to assume more responsibility
HIGH LMX in-group
Trusted, competent, motivated
Go beyond job duties
Take responsibility
Receive more attention and support from leader
LOW LMX out-group
Not seen as trustworthy, competent or motivated
Given more mundane tasks
Formal relationship with leader
Exchange of something valued
Focus is on pair’s relationship, dyad
Not on overall approach of leader
Leadership type depends on whether subordinate is in the in-group or out-group
Effective leaders probably establish special exchange relationships with all subordinates
Power and types
Power important for influencing: Subordinates Peers Superiors Clients, suppliers, customers outside organization
Reward Power
Capacity to offer incentives for positive behaviors (e.g., time off, raises, good assignments)
Part of role allows this power
Coercive Power
Capacity to punish people for undesirable behaviors (e.g., docking pay, dismissal, unpleasant work assignments)
Part of role allows this power
Legitimate Power
Employee’s belief that organization’s power over him/her is within bounds of reason
Also referred to as authority
Example: request to work overtime by boss vs. coworker
Expert Power
Expertise in an area provides power, but only in the area of expertise
Defer to expert’s judgment on matters
Expertise based on perceived experience, knowledge or ability of person
Referent Power
Give power to another who see as referent
Someone you admire, like, or want to be liked by
Transformational Leadership
Leaders influence subordinates by
Empowering them to also be leaders
Empowering them to transform the organization
Leader transforms followers
Makes followers more aware of importance and value of outcomes
Activate higher order needs
Entices them to go beyond self-interest and focus on the organization
Charismatic Leadership
Subset of transformational leadership Focused on one trait, charisma Give followers a vision of the future Promise a better, more meaningful life Caution – can be a “dark side”
Implicit Leadership
Exists only in the mind of the beholder
Subjectively perceived construct
Observe events, conditions, behaviors and make attribution of leadership (based on prototypes)
“The romance of leadership”
