Hrob 2010 Lecture Notes Flashcards
4 key components to leadership
- Process
- Influence
- Groups
- Common Goals
Trait leadership
Born leaders
Process leadership
Anyone can be a leader
Management is about __ and leadership is about __
Order and consistency; Change and movement
3 elements of leadership effectivness
- Goal achievement
- Smooth internal processes
- External adaptability
4 Obstacles to effective leadership
- Uncertainty
- Unforgiving environments
- Organizational culture
- Gap between research and practice
Pseudo-Transformational leaders
- focus on personal goals
- exploitative
- power-oriented
- warped moral views
Leaders as a neutral process influence followers:
regardless of common goal
Leaders as a moral process:
achieve a common goal
Referent power
based on followers identification and liking for the leader
Expert power
based on followers perception of the leader’s competence
Legitimate power
associated with having status or formal job authority
Reward power
derived from having the capacity to provide rewards to others
Coercive power
derived from having the capacity to penalize or punish others
Information power
derived from possessing knowledge that others want or need
Hard power
- higher status than followers
includes: legitimate, reward, coercive, and informational power
Soft power
- being liked and knowledgeable
Includes: referent and expert power
Coercion:
use force to produce change
- pseudo-transformational leaders
Culture is ___ and ___
Permanent and dynamic
Emics
Unique to a culture. Not comparable
Etics
Universal to all cultures. Comparable
Individualism
The extent to which people view themselves as individuals
Collectivism
The extent to which people have a tight knit social framework
Power Distance
The extent to which people accept inequalities in how power is distributed
High Power Distance is ___
Low Power Distance is ___
hierarchical; egalitarian
Uncertainty Avoidance
The extent to which people feel uncomfortable with uncertainty and ambiguity
Masculinity
The extent to which stereotypically masculine traits are valued
Time Orientation
The extent to which people focus on the past, present, or future
8 Styles of culture emerged
- Authority
- Results
- Enjoyment
- Learning
- Purpose
- Caring
- Order
- Safety
Glass ceiling
invisible barrier preventing women from gaining elite leadership positions
Glass escalator
White men escalated to top leadership positions
Intersectionality
Identifies intersect and reflect structures of oppression and privilege
Human capital differences
Belief that women have less training, education and work experience than men
Pipeline problem
Not enough qualified women
Leaky pipeline
Women are lost as various stages
Prejudice
Gender stereotypes impact how female leaders are seen:
- less qualified
- not feminine
Lavender ceiling
Invisible barrier preventing individuals from career development and advancement opportunities because they identify as or perceived to be LGBTQ+
Kohlberg’s stages of moral development
- Obedience and punishment
- Individualism and exchange
- Interpersonal accord and conformity
- Maintaining social order
- Social contract and individual rights
- Universal principles
Teleological theories
Answers questions about right and wrong
- focuses on desirable consequences
Deontological theories
Answers questions about right and wrong
- considers whether the action is good
Virtue-based theory
Perspective of the leaders’ character
Ethical Egoism
High concern for self-interest
Low concern for others
Utilitarianism
Medium for both
Altruism
Low concern for self-interest
High concern for others
Task behaviours
Facilitate goal accomplishment - “doers”
Relationship behaviours
Help followers feel comfortable - “connectors”
Managerial (Leadership) Grid 5 components
- authority-compliance management
- country-club management
- impoverished management
- middle-of-the-road management
- team management
Authority-compliance management
high concern for results
low concern for people
country-club management
low concern for results
high concern for people
Impoverished management
low concern for results
low concern for people
Midle-of-the-road management
moderate concern for results
moderate concern for people
Team management
high concern for results
high concern for people
What are the four leadership styles?
- Directing
- Coaching
- Supporting
- Delegating
What are development levels?
The degree to which followers have competence and commitment
D1: Low competence
- new to a goal
- unsure/uncertain
- excited for the challenge
D2: Low to some competence
- some learning done
- loss of confidence
D3: Moderate to high competence
- developed skills
- uncertain about their abilities
D4: High competence
- skills and knowledge to complete the goal
- confident in their abilities
