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Studying > Hrob 2010 Lecture Notes > Flashcards

Hrob 2010 Lecture Notes Flashcards

1
Q

4 key components to leadership

A
  1. Process
  2. Influence
  3. Groups
  4. Common Goals
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2
Q

Trait leadership

A

Born leaders

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3
Q

Process leadership

A

Anyone can be a leader

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4
Q

Management is about __ and leadership is about __

A

Order and consistency; Change and movement

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5
Q

3 elements of leadership effectivness

A
  1. Goal achievement
  2. Smooth internal processes
  3. External adaptability
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6
Q

4 Obstacles to effective leadership

A
  1. Uncertainty
  2. Unforgiving environments
  3. Organizational culture
  4. Gap between research and practice
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7
Q

Pseudo-Transformational leaders

A
  • focus on personal goals
  • exploitative
  • power-oriented
  • warped moral views
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8
Q

Leaders as a neutral process influence followers:

A

regardless of common goal

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9
Q

Leaders as a moral process:

A

achieve a common goal

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10
Q

Referent power

A

based on followers identification and liking for the leader

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11
Q

Expert power

A

based on followers perception of the leader’s competence

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12
Q

Legitimate power

A

associated with having status or formal job authority

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13
Q

Reward power

A

derived from having the capacity to provide rewards to others

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14
Q

Coercive power

A

derived from having the capacity to penalize or punish others

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15
Q

Information power

A

derived from possessing knowledge that others want or need

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16
Q

Hard power

A
  • higher status than followers
    includes: legitimate, reward, coercive, and informational power
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17
Q

Soft power

A
  • being liked and knowledgeable
    Includes: referent and expert power
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18
Q

Coercion:

A

use force to produce change
- pseudo-transformational leaders

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19
Q

Culture is ___ and ___

A

Permanent and dynamic

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20
Q

Emics

A

Unique to a culture. Not comparable

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21
Q

Etics

A

Universal to all cultures. Comparable

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22
Q

Individualism

A

The extent to which people view themselves as individuals

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23
Q

Collectivism

A

The extent to which people have a tight knit social framework

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24
Q

Power Distance

A

The extent to which people accept inequalities in how power is distributed

25
Q

High Power Distance is ___
Low Power Distance is ___

A

hierarchical; egalitarian

26
Q

Uncertainty Avoidance

A

The extent to which people feel uncomfortable with uncertainty and ambiguity

27
Q

Masculinity

A

The extent to which stereotypically masculine traits are valued

28
Q

Time Orientation

A

The extent to which people focus on the past, present, or future

29
Q

8 Styles of culture emerged

A
  1. Authority
  2. Results
  3. Enjoyment
  4. Learning
  5. Purpose
  6. Caring
  7. Order
  8. Safety
30
Q

Glass ceiling

A

invisible barrier preventing women from gaining elite leadership positions

31
Q

Glass escalator

A

White men escalated to top leadership positions

32
Q

Intersectionality

A

Identifies intersect and reflect structures of oppression and privilege

33
Q

Human capital differences

A

Belief that women have less training, education and work experience than men

34
Q

Pipeline problem

A

Not enough qualified women

35
Q

Leaky pipeline

A

Women are lost as various stages

36
Q

Prejudice

A

Gender stereotypes impact how female leaders are seen:
- less qualified
- not feminine

37
Q

Lavender ceiling

A

Invisible barrier preventing individuals from career development and advancement opportunities because they identify as or perceived to be LGBTQ+

38
Q

Kohlberg’s stages of moral development

A
  1. Obedience and punishment
  2. Individualism and exchange
  3. Interpersonal accord and conformity
  4. Maintaining social order
  5. Social contract and individual rights
  6. Universal principles
39
Q

Teleological theories

A

Answers questions about right and wrong
- focuses on desirable consequences

40
Q

Deontological theories

A

Answers questions about right and wrong
- considers whether the action is good

41
Q

Virtue-based theory

A

Perspective of the leaders’ character

42
Q

Ethical Egoism

A

High concern for self-interest
Low concern for others

43
Q

Utilitarianism

A

Medium for both

44
Q

Altruism

A

Low concern for self-interest
High concern for others

45
Q

Task behaviours

A

Facilitate goal accomplishment - “doers”

46
Q

Relationship behaviours

A

Help followers feel comfortable - “connectors”

47
Q

Managerial (Leadership) Grid 5 components

A
  1. authority-compliance management
  2. country-club management
  3. impoverished management
  4. middle-of-the-road management
  5. team management
48
Q

Authority-compliance management

A

high concern for results
low concern for people

49
Q

country-club management

A

low concern for results
high concern for people

50
Q

Impoverished management

A

low concern for results
low concern for people

51
Q

Midle-of-the-road management

A

moderate concern for results
moderate concern for people

52
Q

Team management

A

high concern for results
high concern for people

53
Q

What are the four leadership styles?

A
  1. Directing
  2. Coaching
  3. Supporting
  4. Delegating
54
Q

What are development levels?

A

The degree to which followers have competence and commitment

55
Q

D1: Low competence

A
  • new to a goal
  • unsure/uncertain
  • excited for the challenge
56
Q

D2: Low to some competence

A
  • some learning done
  • loss of confidence
57
Q

D3: Moderate to high competence

A
  • developed skills
  • uncertain about their abilities
58
Q

D4: High competence

A
  • skills and knowledge to complete the goal
  • confident in their abilities

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