G6: Leadership and Organizational culture Flashcards
it plays a crucial role in shaping organizational behavior. It sets the vision and goals, models behavior, communicates effectively, engages employees, makes decisions, resolves conflicts, manages change, evaluates performance, influences organizational culture, and promotes continuous learning and development.
Leadership
is the idea that people who become leaders possess traits or characteristics different from people who do not become leaders.
Leader emergence
this become leaders because they enjoy being in charge and leading others. Of the three leadership motivation factors, people scoring high on this one tend to have the most leadership experience and are rated by others as having high leadership potential.
identity motivation
this seek leadership positions when they perceive that such positions will result in personal gain.
non-calculative motivation
this become leaders out of a sense of duty.
social-normative motivation
: In contrast to leader emergence, which deals with the likelihood that a person will become a leader, this involves the idea that leaders who perform well possess certain characteristics that poorly performing leaders do not.
Leader Performance
: is most important when the leader is not distracted by stressful situations and when the leader uses a more directive leadership style.
Cognitive Ability
: A personal characteristic that has received some support pertains to a leader’s need for power, need for achievement, and need for affiliation. High-performance managers have a leadership motive pattern, which is a high need for power and a low need for affiliation. The need is not for personal power but for organizational power.
Needs
As with leader emergence, meta-analyses suggest that the role of gender in leader effectiveness is complex. When all studies are combined, men and women appear not to differ in leadership effectiveness (Eagly, Karau, & Makhijani, 1995).
Gender
such as country club leaders, Theory Y leaders, and leaders high in consideration act in a warm and supportive manner and show concern for their subordinates. they believe that employees are intrinsically motivated, seek responsibility, are self-controlled, and do not necessarily dislike work.
Person-oriented leaders
such as task-centered leaders, Theory X leaders, and leaders high in initiating structure define and structure their own roles and those of their subordinates to attain the group’s formal goals.
Task-oriented leaders
_____ has deeply rooted, but perhaps unconscious, resentment and anger. On the surface, these leaders are charming, quiet people who often compliment their subordinates and fellow workers. But they resent the successes of others and are likely to act against subordinates in a passive-aggressive manner.
paranoid/ passive-aggressive leader
The type of leader who is insecure and seldom rocks the boat or causes trouble. This person goes along with the group, is friendly to everyone, and never challenges anyone’s ideas. Thus, he travels through life with many friends and no enemies. The reason he has no enemies is that he never does anything, challenges anyone, or stands up for the rights of his employees.
high-likability floater
are leaders who overcome their insecurity by overconfidence. They like to be the center of attention, promote their own accomplishments, and take most, if not all, of the credit for the successes of their group—but they avoid all blame for failure.
Narcissists
Fiedler believed that an individual’s leadership style is the result of a lifetime of experiences and thus is extremely difficult to change. Fiedler’s contingency model holds that any individual’s leadership style is effective only in certain situations.
Situational Favorability
