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GMS 200 > GMS Chap 11 > Flashcards

GMS Chap 11 Flashcards

1
Q

Leadership

A

The process of inspiring others to work hard to accomplish important tasks

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2
Q

Power

A

The ability to get someone else to do something you want done or to make things happend the way you want

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3
Q

Reward Power

A

The capacity to offer something of value as a mean to influence other people

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4
Q

Coersive Power

A

The capacity to punish or withhold positive outcome as means of influencing other people

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5
Q

Legitimate power

A

Capacity to influence other people by virtue for formal authority, or the rights of office

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6
Q

Expert Power

A

The capacity to influence other people because of specialized knowledge

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7
Q

Referent Power

A

The capacity to influence other people becaus they desire to identify personally with you

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8
Q

Position Power

A

Based on things Managers can offer to others

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9
Q

Personal Power

A

Based on how managers are viewed by others

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10
Q

Vision

A

A clear sense of the future

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11
Q

Visionary leadership

A

Brings to the situation an clear sense of the future and an understanding of how to get there

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12
Q

Servant leadership

A

It is follower-centered and commited to helping others in their work

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13
Q

Empowerment

A

Enables others to gain and use decision-making power

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14
Q

Servent leader

A

Empower others by providing them with the information, responsability, authority, and trust to make decisions and act independently

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15
Q

Leadership Style

A

Recurring pattern of behaviours exibited by a leader

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16
Q

Blake and Mouton’s 2 dimentions of leadership style

A
  • Concern for the task
  • Concern for the people
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17
Q

Autocratic Leadership Style

A

Leader acts in a unilateral, command and control fashion

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18
Q

Human Relations leadership Style

A

Emphasizes people over tasks

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19
Q

Laissez Faire Leadership Style

A

Typical of the impoverished manager, focuses on minimum effort to get work done

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20
Q

Democratic Leadership Style

A

Focuses on both Task and people, trying to get things done while sharing information …

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21
Q

Fiedler’s contingency model

A

The focuse is on determining the correct style-situation fit. Tree measurs are taken in account:

  • Quality of leader-member relations
  • Task Structure
  • Position Power

Each style work best when used in the right situation, but leadership style does not change.

22
Q

Hersey & Blanchard situational leadership model

A

Believe that true leaders can adjust their style by increasing or decreasing their Task Behaviour or Relationship Behaviour depending on wether guidance or support are requiered. 4 Leadership Styles

  • Delegating
  • Participating
  • Telling
  • Selling
23
Q

Hersey & Blanchard Delegating

A

Allowing the group to take responsability for task decisions; low task low relationship style

24
Q

Hersey Blanchard Participating

A

Emphasizing shared ideas and participative decisions on task direstions; a low task high relationship style

25
Q

Hersey & Blanchard Selling

A

Expending task direction in a supporting and persuasive way; a high task high relationship style

26
Q

Hersey & Blanchard Telling

A

Giving specific task directions and closely supervising work; a high task low relationship style

27
Q

Path Goal Leadership Theory: 4 Leader Styles

A
  • Directive leadership
  • Supportive Leadership
  • Acheivement Oriented Leadership
  • Participative leadership
28
Q

Path and Goal leaderchip theories: 2 Contingencies

A
  • Follower contingency
  • Ability
  • Experience
  • Locus of control
  • Environmental contingency
  • Task Structure
  • Authority System
  • Work group
29
Q

Path and Goal leadership theory:

Directive leadership

A

Letting subordinate know what is expected; giving direction on what to do and how; scheduling work to be done; maintaining standard of performance; clarifying the leader role in the group

30
Q

Path & Goal leadership theory:

supportive leadership

A

Doing things to make work more pleasant; treating group members as equals; being friendly and approachable; showing concern for the well being of subordinates

31
Q

Path and Goal leadership theory

Acheivement Oriented Leadership

A

Setting challenging goals;
expecting the highest level of performance; emphasizing continuous improvement in performance; displaying confidence in meeting high standards

32
Q

Path & Goal leadership theory:

Partivipative leadership

A

Involving subordinate in decision making; consulting with subordinate; using suggestions when making decisions

33
Q

Substitute Leadership

A

Factors in the work setting that direst work efforts without the involvement of a leader.

34
Q

Leader Member Exchange Theory (LMX)

A

Not everyone is treated the same by the leader. Depending on 3 percived quality of the followeres (compatibility, competency, and personality) people fall into “in-groups” and “out-groups”.

35
Q

Leader member exchange theory:

In group

A

Enjoy special and trusted high exchange relationship with the leader that can translate to special assignment, privilages and access to information

36
Q

Leader member exchange theory:

Out group

A

Excluded from attributions and benefits. Have low exchange relationship with the leader

37
Q

Leader Participation Model

A

Leadership success results when the decision making method used by a leader best fits the problem being faced

38
Q

Leader Participarion Model:

3 Decision Methods

A
  • Authority Decision
  • Consultative Decision
  • Group Decision
39
Q

Leader- Participation Model:

3 Rules that govern decision Making method used

A
  • Decision Quality (who has the expertise)
  • Decision acceptance ((acceptance of the decision by the followers)
  • Decision Time
40
Q

Leader Participation Model:

Authority Decision

A

Decision is made by the leader and then comunicated to the group

41
Q

Leader Participation Model:

Consultative Decision

A

Decision is made by the leader after receiving information, advice, or opinion from group members

42
Q

Leader Participation Model

Group Decision

A

Decision is made by group members themselves

43
Q

Charismatic Leader

A

Develops special leader-follower relationship and inspiers followers in extraordinary ways

44
Q

Transactional Leadership

A

Uses task, rewards, and structures to influence and direct the effort of others

45
Q

Transformational Leadership

A

Inspirational and arouses extraordinary effort and performance

46
Q

Vision

A

Having ideas and a clear sens of direction; comunicating these to others; developing excitement about accomplishing shared “dreams”

47
Q

Charisma

A

Using the power of personal reference and emotion to arouse others’ enthousiasm, faith, loyalty, pride, and trust in themself

48
Q

Symbolism

A

Identifying “heros” and holding spontaneous and planned ceremonies to celebrate excellence and high achievement

49
Q

Empowerment

A

Helping others develop by removing performance obstacles, sharing resonsibilites, and delegating truely challanging work

50
Q

Intelectual Stimulation

A

Gaining the involvement of others by creating awareness of problems and stirring their imaginations

51
Q

Integrity

A

Being honest and credible, acting consistently out of personal conviction, and following through on commitments

52
Q

Emotional inteligence

A

The ability to manage our emotions in social relationships

GMS 200 (9 decks)

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