Leaders, Followers, & Politics Flashcards
Behavioral Leadership
Leader Behaviors
In the 1940s trait leadership become unpopular. In it’s place leader’s behaviors were studied.
task-oriented leader behaviors: Structuring the roles of subordinates, providing them with instructions, and behaving in ways that will increase the performance of the group (also called initiating structure).
people-oriented leader behaviors: Showing concern for employee feelings and treating employees with respect (also called consideration).
Behavioral Leadership
Leader Decision Making
autocratic decision making: What occurs when leaders make the decision alone without necessarily involving employees in the decision-making process.
democratic decision making: What occurs when leaders and employees participate in the making of the decision.
laissez-faire decision making: What occurs when leaders leave employees alone to make the decision. The leader provides minimum guidance and involvement in the decision.
Contingency Leadership Styles
4 Leadership Styles
directive leaders: Leaders who provide specific directions to their employees. They lead employees by clarifying role expectations, setting schedules, and making sure that employees know what to do on a given work day.
supportive leaders: Leaders who provide emotional support to employees. They treat employees well, care about them on a personal level, and they are encouraging.
participative leaders: Those who make sure that employees are involved in the making of important decisions.
achievement-oriented leaders: Those who set goals for employees and encourage them to reach their goals.
Contemporary Leadership
Transformational Leadership
These are the most recent developments in leadership studies
transformational leaders: Those who lead employees by aligning employee goals with the leader’s goals. These leaders use their charisma, inspirational motivation, intellectual stimulation, and individualized consideration to influence their followers.
transactional leaders: Those who ensure that employees demonstrate the right behaviors and provide resources in exchange. These leaders provide contingent rewards and manage by exception.
charisma: Behaviors leaders demonstrate that create confidence in, commitment to, and admiration for the leader.
trust: The belief that the other party will show integrity, fairness, and predictability in one’s actions toward the other.
Contemporary Leadership
Leader-Member Exchange (LMX) Theory
Type of relationship that a leader has with followers is key to understanding how leaders influence employees.
high-quality LMX relationships: A high-quality, trust-based relationship between a leader and a follower.
low-quality LMX relationships: A situation in which the leader and the employee have lower levels of trust, liking, and respect toward each other.
Contemporary Leadership
Servant Leadership
A leadership approach that defines the leader’s role as serving the needs of others.
Leadership
Formal Leadership
Informal Leadership
leadership: The act of influencing others toward a goal.
formal leaders: Those who hold a position of authority and may utilize the power that comes from their position, as well as their personal power to influence others.
informal leaders: Those without a formal position of authority within the organization but demonstrate leadership by influencing those around them through personal forms of power.
Contemporary Leadership
Authentic Leadership Approach
A leadership approach advising leaders to stay true to their own values.
Contemporary Leadership
Abusive Leadership
A sustained display of hostile verbal and nonverbal behaviors toward employees.
Power
The ability to influence the behavior of others to get what you want.
Conformity
People’s tendencies to behave consistently with social norms.
Milgram Studies: People followed orders despite pain (fake) from “learner”.
Ash Studies: People conformed to the incorrect line length match due to peer pressure.
Relationship Between Dependency & Power
dependency: The more that a person or unit is dependent on you, the more power you have.
scarcity: In the context of dependency, refers to the uniqueness of a resource.
Importance: The value of the resource.
substitutability: One’s ability to find another option that works as well as the one offered.
Bases of Power
legitimate power: Power that comes from one’s organizational role or position.
reward power: The ability to grant a reward, such as an increase in pay, a perk, or an attractive job assignment.
coercive power: The ability to take something away or punish someone for noncompliance.
expert power: Power that comes from knowledge and skill.
information power: Power that comes from access to specific information.
referent power: Power that stems from the personal characteristics of the person such as the degree to which we like, respect, and want to be like them.
Logical Fallacies
Common errors in reasoning that undermine the logic of an argument.
Responses to Influence Attempts
resistance: Occurs when the influence target does not wish to comply with the request and either passively or actively repels the influence attempt.
compliance: Occurs when the target does not necessarily want to obey, but they do.
commitment: Occurs when the target not only agrees to the request but also actively supports it as well.
Commonly Used Influence Tactics
rational persuasion: Includes using facts, data, and logical arguments to try to convince others that your point of view is the best alternative.
inspirational appeals: Those that seek to tap into our values, emotions, and beliefs to gain support for a request or course of action.
consultation: The influence agent’s asking others for help in directly influencing or planning to influence another person or group.
ingratiation: Different forms of making others feel good about themselves.
personal appeal: Helping another person because you like them and they asked for your help.
exchange: Give-and-take in which someone does something for you and you do something for them in return.
coalition tactics: A group of individuals working together toward a common goal to influence others.
pressure: Exerting undue influence on someone to do what you want, or else something undesirable will occur.
legitimating tactics: Those that occur when the appeal is based on legitimate or position power.
Impression Management
impression management: Actively shaping the way you are perceived by others.
nonverbal impression management: Includes the clothes you choose to wear, body language, and your demeanor.
self-focused impression management: Promoting and enhancing one’s qualities to create a specific image in the eyes of the other person.
other-focused impression management: Complimenting or praising the other person, doing favors, or conforming to their opinions to make oneself more likable to them.
Direction of Influence
upward influence: The ability to influence your boss and others in positions higher than yours.
downward influence: The ability to influence those in positions lower than yours.
peer influence: Effective peer influence is when peers influence each other w/o being destructively competitive.
Political Skill
People’s interpersonal style, including their ability to relate well to others, self-monitor, alter their reactions depending upon the situation they are in, and inspire confidence and trust.
Social Networks
social networks: A map of the relationships between individuals.
social network analysis (SNA): A systematic effort to examine the structure of social relationships in a group.
Analyzing Key Network Roles
central connectors: People linked to the greatest number of people.
boundary spanners: People who connect one network to another within the company or even across organizations.
peripheral specialists: People with special expertise that can be drawn upon even though they often work independently of the group.
Analyzing Strong & Weak Ties
The frequency of ties can strengthen relationships.
strong ties: Ties that often indicate emotional support, not just informational support between people.
weak ties: Ties characterized by less frequent interaction and often do not have as much emotional attachment, but they are also easier to maintain. Therefore people can have more of them.
Turf Wars
Members of the organization are engaged in turf wars when they are more concerned about their own area of operations than doing what’s best for the entire organization in the long run.
Trait Approaches to Leadership
Earliest approach to leadership studies sought to ID traits that made people leaders.
Intelligence
Big Five OCEAN Traits
+ Self-Esteem
+ Integrity
Contingency Leadership
Under which conditions are leadership styles more effective
Situational Leadership Theory (SLT): Leaders must use different leadership styles depending on their follower’s development level.
Path-Goal Theory of Leadership: Based on the expectation theory of motivation. Leaders make sure that performance is followed by desired rewards.
Four Leadership Styles
Vroom and Yetton’s Normative Decision Model: Decision tree to help leaders know when to be autocratic, consultative, or collaborative.
Forms of Contemporary Leadership
Transformational
Leader-Member Exchange (LMX)
Servant Leadership
Authentic Leadership
Abusive Leadership
3 Aspects of a Resource
Scarcity
Importance
Substitutability
