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Regent SBL - PhD Comp Prep > Leader-Follower Dev > Flashcards

Leader-Follower Dev Flashcards

1
Q

LMX - leader member exchange

Description

A

Leadership theory; a contingency theory
Description: the role-making processes between a leader and each individual subordinate that develops over time
(vertical dyad linkage theory)

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2
Q

LMX

Measurement

A

LMX-7 (Graen & Uhl-Bien, 1995)

Measures level of factors in the exchange/relationship between leader and subordinate

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3
Q

LMX

Factors
TRASL

A 
mutual Trust, 
Respect, 
Affection, 
Support, and 
Loyalty
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4
Q

LMX

Key theorists

A

Original Theorist: Graen & Cashman (1975); Dansereau, Graen, and Uhl-Bien (1975)

Revision: Graen & Scandura (1987) - life cycle model:

(a) initial testing phase - eval one another’s motives, attitudes, and potential rsources exchanged
(b) refining stage - mutual trust, loyalty, and respect developed
(c) mature phase - mutual commitment to mission (equivalent to transformational leadership)

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5
Q

Acquired needs theory
(a motivation content theory-addresses personal factors)

Theorist

3 Personal Needs

A

Acquired needs theory - McClelland (1975)
Need for achievement
Need for affiliation
Need for power

​Learned from environment
High-order needs start with belongingness/relatedness etc.

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6
Q

Equity Theory
(a motivation process theory-addresses behavior)

Theorist

A

Equity Theory (Adams, 1965)
Perception of fair treatment.
Individual’s motivation level is correlated to his perception of equity, fairness and justice practiced by the management. Higher individual’s perception of fairness, greater is the motivation level and vice versa.

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7
Q

Expectancy Theory
(a motivation process theory-addresses behavior)

Theorist

Definition and three aspects

A

Expectancy Theory
Victor Vroom (1964)
Subordinates will be motivated if they feel competent and trust that their efforts will get results. ​Based on employee perceptions: harder work gives better results, gets desirable rewards. Expectancy theory is part of overall path-goal theory.

  1. Valence (strength of desire of rewards) – extrinsic or intrinsic; management has to be sure to see what people value
    ​​​2. Instrumentality – perception that better performance will get Reward (based on trustworthiness, communication by management)
    ​​​3. Expectancy – harder work will give better performance d​​​​epends on resources, training courses, etc.
    ​​
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8
Q

ERG theory
(a motivation content theory-addresses personal factors)

Theorist

A

Alderfer’s ERG theory (1972)

  1. Existence – air, food, water, pay, work conditions
  2. Relatedness – social/interpersonal relationships
  3. Growth – making contributions
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9
Q

Attribution theory

Theorists

Definition

A

F. Heider (1958)
The assumptions made by the perceiver in explaining or understanding what one observes.
Observed the tendency to blame failure on the environment (context) and take personal credit for success.

Green & Mitchell (1979)
2 stage model: 
     diagnosis (attribute), 
     correction
Tend to attribute poor performance externally when we like someone, internally for low performers.
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10
Q

Two-factor theory of motivation
(a motivation content theory-addresses personal factors)

Theorist

Two factors

A

Frederick Herzberg’s two-factor theory of motivation. Job satisfaction defined by the following:

​1. Motivators Factors (Intrinsic, satisfiers). The job content

  1. Hygiene Factors (Extrinsic factors, dissatisfiers). The job context

Herzberg, Mausner, & Snyderman, The Motivation to Work (1959)

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11
Q

Authenticity

RIBS

A

Authenticity - Walumbwa et al (2008)

1) balanced processing,
2) self-awareness,
3) an internalized moral perspective
4) relational transparency,

Authenticity (Kernis & Goldman, 2006)

  1. Unbiased processing
  2. Self-awareness
  3. Coherent behavior
  4. Relational orientation
RIBS
Relational transparency
Internalized moral perspectives
Balanced processes
Self-awareness
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12
Q

Power Taxonomy

Theorist

5 Types of Power

A

Power Taxonomy
French and Raven(1959)

1 Reward Power – to get reward
2 Coercive power – to avoid punishment
3 Legitimate – because agent has right to make the request
4 Expert power – agent has special knowledge
5 Referent power – target admires/identifies with agent, wants approval

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13
Q

Conflict style
(conflict mode instrument)

Developers

A

Thomas & Kilmann instrument (1976)

​Competition- win-lose
Collaboration - win-win
Compromise - lose-win
Avoidance - lose-lose
Accommodation lose- win
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14
Q

Hierarchy of needs
(a motivation content theory-addresses personal factors)

Theorist

A

Maslow (1970)

  1. Physiological needs
  2. Safety-security
  3. Belongingness, social, love
  4. Esteem
  5. Self-actualization
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15
Q

Followership

Theorists

4 Types of followers (PACE)
5 Courageous behaviors (SPACT)

A 
Robert Kelley (1988) In praise of followers
Follower types: CAPE
Conformist
Alienated
Passive
Exemplary
Ira Chaleff (1995). The courageous follower
Courage follower behaviors:
Serves
Participates in transformation
Assumes responsibility
Challenges the leader
Takes moral action
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16
Q

Definition of a leader

A

Winston & Patterson (2006)
“A leader is one or more people who selects, equips, trains and influences one or more followers who have diverse gifts, abilities and skills and focuses the followers to the organization’s mission and objectives causing the followers to willingly and enthusiastically expend spiritual, emotional and physical energy in a concerted coordinated effort to achieve the organizational mission and objectives.” (p.7)

17
Q

Definition of a follower

A

Yukl (2010) defines a follower as “a person who acknowledges the focal leader as a primary source of guidance about work regardless of the formal authority the leader actually has over the person” (p. 27)

Chaleff (1995) explained that Followers should be understood and treated as “partners, participants, co-leaders, and co-followers in the pursuit of meaning and productivity in the organization”.

18
Q

Herzberg’s Motivator (intrinsic, satisfier) factors

The job content

Herzberg, Mausner, & Snyderman, The Motivation to Work (1959)

A 
Need for achievement
Meaningful work
Opportunities for advancement
Increased responsibility
Recognition
Growth

These factors, when present, produce job satisfaction and consequently, higher production.

19
Q

Herzberg’s Hygiene (extrinsic, dissatisfier) factors

The job context

Herzberg, Mausner, & Snyderman, The Motivation to Work (1959)

A 
Pay
Status
Job security
Working conditions
Fringe benefits
Policies and procedures
Interpersonal relations

These do not motivate or satisfy but when present they create a level of NO dissatisfaction. When absent, job dissatisfaction.

20
Q

Fundamental definition of a leader

Winston

A

Bruce Winston (Tabletalk, Segment 2, Regent University, n.d.)

A leader is someone who has followers.

21
Q

Goal Setting Theory
(a motivation process theory-addresses behavior)

Theorist

A

Edwin Locke. “Toward a Theory of Task Motivation and Incentives” (1968)

Goal setting is a cognitive process of some practical utility. An individual's conscious goals and intentions are the primary determinants of behavior.
~ Goal specificity
~ Goal difficulty
~ Goal intensity
~ Goal commitment
22
Q

Definition of Motivation Theory

A

“Motivation theory attempts to explain and predict how the behavior of individuals is aroused, started, sustained, and stopped.”

Ivancevich, Konopaste, & Matteson (2000), p. 17

23
Q

Implicit Leadership Theory (ILT)

Theorists

Definition

A

Implicit leadership theory

Eden & Leviathan (1975)
Offermann, Kennedy, & Wirtz (1994)

ILT is basis for followers making attributions about supervisors/leaders-drawing conclusions about success/failure. (Yukl, 2010)
People are perceived as leader-like to the degree that their characteristics match follower’s preconceived notions of what leaders should be like.

Factors of follower attributions
> timeliness indicators of leader's performance
> success/failure of leader's unit
> performance trend
> leader's behavior
> influence of external factors
> leader intentions
> whether leader identifies with group
24
Q

Path-Goal Theory

Theorist

Definition and 4 Leader behaviors (PADS)

A

Robert House (1971)

Dyadic theory of supervision (effects of superiors on subordinates). Further development posits that effective leaders engage in behaviors that complement subordinates’ environments and abilities in a manner that compensates for deficiencies and is instrumental to subordinate’s satisfaction and individual and work unit performance (House 1996).

Leader behaviors: (PADS)
Participative leadership - consult with subordinates and taking opinions into consideration
Achievement-oriented leadership - giving challenging goals, performance improvement
Directive leadership - clear direction on expected performance
Supportive leadership - considers needs of subordinates

25
Q

Mutiple Linkage Theory

Theorist

Description
4 Variables

A

Multiple Linkage Theory

Gary Yukl (1981)

A complexity theory: The leader influences variables to make the situation more favorable to develop subordinates and to improve performance.

Four sets of variables:
Managerial behaviors - leader behavior
Intervening variables - effect of leader behavior on follower’s job performance
Criterion variables - the expected performance and outputs of the group
Situational variables - environmental and organizational factors

26
Q 
Benjamin Bloom (1956)
Taxonomy of Levels of Cognitive Behavior for Learning
A 
KNOWLEDGE	                Remember
COMPREHENSION	Grasp
APPLICATION	                Use
ANALYSIS	                Examine
SYNTHESIS	                Build
EVALUATION	                Appraise
27
Q

Situational Leadership Theory

Description

Theorist

2 Dimensions
4 Leader behaviors

A

Situational leadership theory
Hersey & Blanchard (1977)

A prescriptive approach to leadership that provides a model that suggests how leaders should behave based on the demands of a particular situation. It involves “adapting the combination of directive behaviors and supportive behaviors appropriately to the readiness of others to perform specific tasks or functions (Hersey & Blanchard, 1977)

3 factors:
(1) leader’s amount of task behavior, (2) the leader’s amount of supportive/relational behavior, and (3) follower’s readiness level for a specific task

4 Leader styles in SLT:
Telling, Selling, Participating, Delegating

SLT assessment instrument: LEAD (Leader Effectiveness and Adaptability Description)

28
Q 
Gerald Grow (1996)
Staged Self-Directed Learning (SSDL)
A

Stages of Learner (DIIS)

Dependent (responds to authority, coach)
Interested (teacher as motivator, guide)
Involved (teacher as facilitator)
Self-directed (teacher as consultant, delegator)

Regent SBL - PhD Comp Prep (3 decks)

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