L2: Leadership Flashcards
1
Q
Involves inspiring, motivating, and empowering others to contribute to the success and effectiveness of their organizations.
Influencing, motivating, and enabling others to contribute toward the effectiveness and success of the organizations of which they are
members
Vital management function that helps to direct an organization’s resources for improved efficiency and the achievement of goals.
A
Leadership
2
Q
Focus on the people and leading them to achieve overall objectives.
Exert a disproportionate influence
A
Leader
3
Q
Focus on managing work and output.
A
Manager
4
Q
2 TYPES OF LEADERS
A
Person-oriented Leaders
Task-oriented Leaders
5
Q
Act in a warm and supportive manner and show concern for their subordinates
A
Person-oriented Leaders
6
Q
Define and structure their own roles and those of their subordinates to attain the group’s formal goals
A
Task-oriented Leaders
7
Q
5 LEADERSHIP STYLES
A
Transactional Leadership
Transformational Leadership
Shared Leadership
Managerial Leadership
Servant Leadership
8
Q
Consists many of task-oriented behaviors mentioned throughout this chapter—setting goals, monitoring performance, and providing a consequence to success or failure.
A
Transactional leadership
9
Q
3 dimensions of transactional leadership
A
Contingent reward
Management by exception–active
Management by exception–passive
10
Q
Refers to leaders who reward followers for engaging in desired activity.
A
Contingent reward
11
Q
Refers to leaders who actively monitor performance and take corrective action when needed.
A
Management by exception–active
12
Q
Refers to leaders who do not actively
monitor follower behavior and who take corrective action only when problems are serious.
A
Management by exception–passive
13
Q
Difference between leaders and managers
A
Leader: Motivating and Inspiring people
Manager: Directing and controlling people
14
Q
Focuses on changing or transforming the goals, values, ethics, standards, and performance of others; often labeled as being “visionary”, “charismatic”, and “inspirational”.
One who leads by inspiring others to adopt high goals and strive to achieve them.
A
Transformational Leadership
15
Q
3 highly related dimensions to transformational leadership:
A
Charisma
Intellectual stimulation
Individual consideration
16
Q
Refers to leaders with high moral and ethical standards who have a strong vision of where they want their followers to go and who use enthusiasm to motivate their followers.
A
Charisma
17
Q
Refers to leaders who encourage change and open thinking, challenge the status quo, and appreciate diversity.
A
Intellectual stimulation
18
Q
Refers to leaders who encourage individual growth and take the time to mentor and
coach their followers.
A
Individual consideration
19
Q
Idea that people who become leaders possess traits or characteristics different from
people who do not become leaders.
A part of trait theory that postulates that certain types of people will become leaders and certain types will not.
Concerned with the process that results in someone being regarded as the leader of a
group.
A
Leadership Emergence
20
Q
Postulates that certain types of people will be better leaders than will other types of people.
Concerned with the performance of the leader.
A
Leader Performance
21
Q
Explanation that is intuitively plausible to the general population for why someone “looks like” a leader.
A
Traits Approach
22
Q
Concerned with what leaders do rather than what their personal characteristics might be.
A
Leader Behavior Approach
23
Q
Personality trait characterized by the tendency to adapt one’s behavior to fit a particular social situation.
A
Self Monitoring
24
Q
General mental capability involving reasoning, problem solving, planning, and learning from experience.
A
COGNITIVE ABILITY
25
A projective personality test in which test takers are shown pictures and asked to tell stories; designed to measure various need levels.
Thematic Apperception Test (TAT)
26
An objective test used to measure various need levels.
Job Choice Exercise (JCE)
27
Leaders who believe that employees are extrinsically motivated and thus lead by giving
directives and setting goals.
Theory X leaders
28
The extent to which leaders define and structure their roles and the roles of their subordinates.
Initiating structure
29
A leadership style in which the leader is concerned with both productivity and
employee well-being.
Team leadership
30
A style of leadership in which the leader is concerned with neither productivity nor the well-being of employees.
Impoverished leadership
31
A leadership style reflecting a balanced orientation between people and tasks.
Middle-of-the-road leadership
32
A test used to measure perceptions of a leader’s style by his or her subordinates.
Leader Behavior Description Questionnaire (LBDQ)
32
A leadership style reflecting a balanced orientation between people and tasks.
Leadership Opinion Questionnaire (LOQ)
33
5 characteristics not shared by poor leaders (Hunt and Laing (1997)
Vision
Differentiation
Values
Transmission of Vision and Values
Flaws
34
Successful leaders have strong values.
Values
35
Successful leaders are somehow different from their followers, they are also similar enough to relate to and empathize with
them.
Differentiation
36
Where they want the organization to go and provide direction toward that end.
Vision
37
Successful leaders are able to communicate their vision and values to others.
Transmission of Vision and Values
38
Successful leaders typically have a major flaw and they know it; this flaw makes the leader more human and provides a target that followers can focus on when they are upset with the leader.
Flaws
39
3 MOTIVATION TO LEAD
Affective Identity Motivation
Non-calculative Motivation
Social Normative Condition
40
Become leaders because they enjoy being in charge and leading others
The motivation to lead as a result of a desire to be in charge and lead others.
Affective Identity Motivation
41
Seeking leadership that will result in personal
gain
Those who seek leadership positions because
they will result in personal gain.
Non-calculative Motivation
42
Becomes leaders out of the sense of duty
The desire to lead out of a sense of duty or
responsibility.
Social Normative Conditions
43
Involves the idea that leaders who perform well possess certain characteristics that poorly performing leaders do not.
A part of trait theory that postulates that certain types of people will be better leaders than will other types of people.
Leadership Performance
44
The name for a pattern of needs in which a leader has a high need for power and a low need for affiliation.
Leadership motive pattern
45
3 TRAITS AND BEHAVIORS of Unsuccessful Leaders
1.Lack of Training
2.Cognitive Deficiencies
3. Personality
46
Unsuccessful leaders may lack the necessary training and skills required for effective leadership.
Lack of Training
47
May struggle with critical thinking, strategic planning, and understanding complex
business situations.
Poor leaders are unable to learn from experience and are unable to think strategically—they consistently make the same mistakes and do not plan ahead.
Cognitive Deficiencies
48
Certain personality traits, such as impulsivity, stubbornness, or an inability to handle stress, can contribute to leadership failure.
Most important source of poor
leadership behavior; many unsuccessful leaders are insecure and adopt one of three
personality types: the paranoid or passive-aggressive, the high- likability floater, and the narcissist.
Personality
49
May create a toxic work environment.
Source of insecurity for this type of leader is some incident in their life in which they felt betrayed
Paranoid or Passive-Aggressive
50
Rely solely on likability without demonstrating
competence or making tough decisions can struggle in challenging situations.
Goes along with the group, is friendly to everyone, and never challenges anyone’s ideas
High Likability Floater
51
May prioritize their own needs and desires
over the well-being of the team or organization.
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.
The Narcissist
52
States that there is no best style of leadership; instead, a leader's effectiveness is
based on the situation
Holds that any individual’s leadership style is effective only in certain situations
States that leadership is a function of both the person and the situation.
Degree to which leaders have control and influence and therefore feel that they can determine the outcomes of a group interaction
Contingency Theory (Fred Fiedler)
53
Three Variables of Contingency Theory (Fiedler)
1. Task Structuredness
2. Leader Position Power
3. Leader-member Relations
54
Test used in conjunction with Fiedler’s contingency model to reveal leadership style and effectiveness.
Least-Preferred Coworker (LPC) Scale
55
Refers to the type of task you're doing: clear and structured, or vague and unstructured.
Refers to the extent to which tasks have clear goals and problems can be solved.
Subordinate job tasks are clearly and specifically defined.
The clarity of the tasks required to complete a project.
Task Structuredness
56
Amount of power you have to direct the group, and provide reward or punishment.
Refers to the extent to which a leader, by the nature of his or her position, has the power to
reward and punish subordinates
Amount of power and influence that the
supervisor has.
Leader Position Power
57
Level of trust and confidence that your team has in you.
Refers to the extent to which subordinates like a leader
Subordinates get along with and support their
supervisors
Leader-member Relations
58
A training program that teaches leaders how to change situations to match their leadership styles.
Leader Match
59
Most researched and respected clustering of
personality traits
FIVE FACTOR MODEL OF PERSONALITY
(COSTA & MCCRAE)
60
Organized, dependable, goal-focused, thorough, disciplined, methodical, and industrious
Conscientiousness
61
Trusting, helpful, good-natured, considerate, tolerate, selfless, generous, and flexible
Agreeableness
62
People who tend to be anxious, insecure, self-conscious, depressed, and temperamental
Neuroticism
63
Imaginative, creative, unconventional, curious, nonconforming, autonomous, and aesthetically perceptive
Openness to Experience
64
Outgoing, talkative, energetic, sociable and assertive
Extraversion
65
States that there are 6 styles of leadership; each style is effective with only one particular situation or organizational climate.
Impact Theory
66
6 behaviour styles of leaders
Informational
Magnetic
Position
Affiliation
Coercive
Tactical
67
Provides info in a climate of IGNORANCE, where important information is missing from the group
Provides information and guidance to
subordinates
May involve a leader who emphasizes providing information, knowledge, and education in situations where there is a lack of awareness or understanding.
Informational
68
In a climate of DESPAIR, they may possess
charismatic qualities that attract and inspire others.
Uses charisma and personality to motivate
and inspire subordinates.
Magnetic
69
In a situation marked by INSTABILITY, they might focus on establishing and reinforcing their authority and organizational structure.
Uses their authority to direct and control subordinates.
Leads through energy and optimism but is
characterized by low morale energy
The leaders influence others by virtue of their appointed or elected authority
Position
70
In a climate of ANXIETY, they may prioritize
building strong interpersonal relationships and fostering a sense of belonging among team members.
Leads by liking and caring about others
Builds relationships and trust with subordinates.
Affiliation
71
May involve a more authoritative and directive approach, especially in times of CRISIS.
leads by controlling and punishment
Uses threats and punishments to control
subordinates.
Coercive
72
In a climate of DISORGANIZATION, they might focus on implementing strategic plans and organizing resources to bring order to chaotic situations.
Uses their problem-solving skills to achieve goals.
Leads through strategy
Tactical
73
Leader’s styles, traits, and behaviors directly impact the satisfaction, motivation, and productivity of subordinates.
Refers to the behaviors a leader should exhibit to attain a desired outcome
A theory of leadership stating
that leaders will be effective if their behavior helps subordinate achieve relevant goals
Path-Goal Theory
74
4 Types of Path-Goal Leadership Styles
1. Instrumental Leadership (or Directive)
2. Supportive Leadership
3. Participative Leadership
4. Achievement-Oriented leadership
75
Leaders are actively managing their teams; task-oriented and Growth-oriented
Calls for planning, organizing, and controlling the activities of employee
Structuring job tasks for subordinates and
letting them know what is expected
The leader plans and organizes the activities of employees.
Instrumental/Directive Leadership
76
Focuses on developing and maintaining relationships
Showing concern for the needs and
welfare of subordinates.
Supportive Leadership
77
Leaders are co-collaborator at work
Shares information with employees and lets them participate in the decision-making
Seeking input from subordinates and
allowing them to participate in decision
making.
Participative Leadership
78
Challenging goals and rewards increase
performance
Emphasizing achievement and
good performance
The leader sets challenging goals and
rewards achievement.
Focuses on the identity, confidence, and status of team members
Achievement-Oriented
leadership
79
A strategy that designates a leadership style to a given situation based on a number of factors.
Most effective leadership style is contingent on the development level of the subordinates and the demands of the situation
A theory of leadership states that effective leaders must adapt their leadership style
to fit both the situation and the followers.
Situational Leadership Theory
80
Ability and willingness to perform a particular task
Follower Readiness:
81
4 Types of Situational Leadership Theory leadership styles
1. Delegating
2. Directing (or Telling)
3. Coaching (or Selling)
4. Supporting (or Participating)
82
A hands-off approach to leadership
Delegating: Willing and Able
83
Leader tells people what to do and how to do it
Directing (or Telling): Unwilling and Unable
84
The explaining and persuading style
Coaching (or Selling): Willing and Unable
85
Leaders offer less direction and leave the decisions to others
Supporting (or Participating): Unwilling and
Able
86
Leader-Member Exchange Theory is also known as?
Vertical Dyad Linkage Theory
87
Focuses on the relationship between leaders and members of their teams, and how those relationships can either contribute to growth or hold people back
Concentrates on the interactions between leaders and subordinates
Leader-Member Exchange Theory
88
3 Stages of Leader-Member Exchange Theory
1. Role Taking
2. Role Making
3. Routinization
89
Team members are joining the group for the first time; leaders are getting to know their new employees and accessing their skills,
experience and abilities
Role Taking
90
Team members are now a part of the group and begin to work on projects and tasks; In-group and Out-group Classification
Role Making
91
Leaders and their team members have established a routine in the workplace; In-group and Out-group classifications affect how leaders relate to its team members
Routinization
92
Receive more opportunities,
challenging works, and attention; have access to resources for advancements and improvements
In-Group
93
Receive less opportunities and responsibilities, and have limited access to
managers and resources
Out-Group
94
Presents a range of action related to the degree of authority used by the manager and the area of freedom available to non-managers on decision making processes
Suggests a continuum of possible leadership behavior available to a manager and along which many leadership styles may be placed.
Suggested that there is a continuum of possible leadership behaviors the leader can use depending on various situations and factors
Continuum of Leadership Behavior
95
Continuum of Leadership Behavior
Forces in the manager
Forces in the members
Forces in the Situation
96
Influenced by manager’s background, knowledge, values, experience and personal
The behavior of the leader is influenced by his personality, background, knowledge, and experience.
Forces in the manager
97
Influenced by subordinate’s personality and their expectations from the leader
The personality of the subordinates and their expectations from the leader influences
their behavior.
Forces in the members/subordinates
98
The environmental and general situations also affect the leader’s behavior.
Forces in the situation
99
Normative Decision Model is also known as?
“Leader-Participation Model”
“Vroom- Yetton-Jago Model
100
Designed to help leaders identify the best-decision making approach and leadership style to take, based on current situation.
Model designed to help leaders know the extent to which they can involve other
team members in making decisions.
Normative Decision Model
101
Leader makes the decision alone without consulting others.
Autocratic
102
Leader gathers information from subordinates individually or as a group but makes the decision alone.
Consults with subordinates individually. doesn’t decide until after hearing their input
Consultative
103
Leader gathers information from subordinates individually or as a group but makes the decision alone.
Consults with a group & decide based on
their input
Group
104
Leader delegates the decision-making authority to a group or individual
subordinates.
Delegative
105
Decision Making Styles
1. Autocratic I (AI)
2. Autocratic II (AII)
3. Consultative I (CI)
4. Consultative II (CII)
5. Group II (GII)
106
Leader solves problems alone, and makes own decisions through readily available information
Decide independently.
Autocratic I (AI)
107
Leader takes necessary information from
subordinates, but does not involve them in the actual-decision making process
Gather basic additional information from
others to inform your decision, and then decide independently.
Autocratic II (AII)
108
Leader shares problems with relevant
subordinates individually and makes own decision, which may or may not have been influenced by subordinates’ opinions
Share the details of your situation with
a small number of others in order to
gather high quality opinions, and then
decide independently.
Consultative I (CI)
109
Leader shares the problems and obtains ideas, information and suggestion from subordinates in a group session, but
makes the final decision
Facilitate a group to generate ideas,
share impressions and weigh in on
the decision, and then make the
decision independently.
Consultative II (CII)
110
Leader shares their issue with subordinates in a group session and coordinates their efforts to think of a situation as a group; group makes final decision
Facilitate a group toward a consensus decision without regard for your own opinions
Group II (GII)
111
Focuses on 2 factors of Leadership: Participation and Direction
Propose that leaders should be allowed to adapt to different situations.
The Muczyk-Reimann Model
112
Degree to which subordinates are allowed in decision making
Behavior is concerned with the degree to
which subordinates are allowed to be involved in decision making.
Participation
113
Degree of supervision exercised in the execution of tasks
Direction
114
Types of Leadership Styles according to the Muczyk-Reimann Model
1. Directive Autocrat
2. Permissive Autocrat
3. Directive Democrat
4. Permissive Democrat
115
Leader makes the decisions unilaterally and closely supervises the activities of subordinates
Directive Autocrat
116
Leader makes the decision unilaterally but allows subordinates a great deal of latitude execution
Permissive Autocrat
117
Leader wants full participation but closely supervises subordinate activity
Directive Democrat
118
Leader allows high participation in decision making and execution
Permissive Democrat
119
Conception that leadership is best understood in terms of the actions taken by an individual in the conduct of leading a group.
Leadership Behavior Taxonomy/ Behavioral Theory (Yukl)
120
Two critical leadership factors of Behavioral Theory
Initiation of structure
Consideration
121
Defined as the person’s ability to make choices and manage their own life
Self-Determination Theory (Ryan and Deci)
122
People need to feel in control of their own
behaviors and goals
Autonomy
123
People need to gain mastery of tasks and
learn different skills
Competence
124
People need to experience a sense of belonging and attachment to people
Connection or Relatedness
125
Designed to help to identify the best decision-making approach and leadership style to take, based on the current situation.
A decision tree to help leaders decide when decisions should be made alone and when they should be made with the help of others.
Vroom-Yetton Model
126
Holds that leaders and managers are most effective when they are out of their offices, walking around and meeting with and talking to employees and customers about their needs and progress.
Management by walking around (MBWA)
127
Extent to which one person can influence
another to do something.
Power
128
5 BASIC TYPES OF POWER
Expert Power
Legitimate Power
Reward Power
Coercive Power
Referent Power
129
Power that individuals have because
they have knowledge.
Has 2 requirements:
- Knowledge must be something that others
in an organization need.
- Others must be aware that the
leader knows something.
Expert Power
130
Power that individuals have
because of their elected or appointed position.
Leaders obtain this on the basis of their positions; leaders with this are best able to get employees to comply with their orders
Legitimate Power
131
Leadership power that exists to the
extent that the leader has the ability and authority to provide rewards.
Involves having control over both financial
rewards and nonfinancial rewards.
Reward Power
132
Leadership power that comes from the
leader’s capacity to punish others.
Others believe they are willing to use her ability to punish; they cannot maintain coercive power if employees believe they are bluffing.
Coercive Power
133
Leadership power that exists when followers can identify with a leader and the leader’s goals.
Leaders who are well liked can influence
others even in the absence of reward and
coercive power.
Referent Power
134
Leadership is a leadership style exhibited by
individuals who have high standards of integrity, take responsibility for their actions, and make decisions based on principle rather than short-term success.
A leadership theory stating that leaders should be honest and open and lead out of a desire to serve others rather than a desire for self-gain.
Authentic leadership
