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Management > Leaders & Leadership > Flashcards

Leaders & Leadership Flashcards

1
Q

Formal bases of power

A

Coercive
Reward
Legitimate

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2
Q

Personal bases of power

A

Expert
Referent
More effective than formal

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3
Q

Coercive

A

One reacts to power out of fear of negative results that might occur if one failed to comply

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4
Q

Reward

A

People comply with the wishes of directives of another because doing so produces positive benefits

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5
Q

Legitimate

A

Represents formal authority to control and use organizational resources

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6
Q

Expert

A

Influence wielded as a result of expertise, special skill, or knowledge

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7
Q

Referent

A

Based on identification with a person who has desirable resources or personal traits

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8
Q

Empowerment

A

Trusting employees to make decisions and take responsibility for their decisions and actions

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9
Q

What you need to be empowered

A

Knowledge and tools
Responsibility and accountability
Authority within span of control

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10
Q

How empowerment contributes to effective leadership

A

Increases managers ability to get things done and spend less time on daily supervision
Increases workers involvement, motivation, and commitment
Allow quick decisions to be made at all levels

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11
Q

The trait approach

A

View that leaders possess special traits that set them apart from others and that these traits are responsible for their assuming positions of power and authority

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12
Q

Traits

A

Enduring attributes associated with an individual’s make up or personality

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13
Q

Emotional intelligence enables leaders to

A

Motivate subordinates to commit to vision
Develop significant identity for their organization and instill high levels of trust and cooperation throughout the organization
Respond appropriately when they make mistakes

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14
Q

Fiedlers Model

A

Leadership effectiveness depends on characteristics of the leader and the situation

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15
Q

Two basic leader styles

A

Relationship oriented

Task oriented

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16
Q

Relationship oriented style

A

Leaders concerned with developing good relations with their subordinates and to be liked by them

17
Q

Task oriented style

A

Leaders whose primary concern is to ensure that subordinates perform at a high level and focus on task accomplishment

18
Q

When certain style is best

A

Task oriented for extremes

Relationship for moderate

19
Q

Path goal theory

A

Theory of leadership suggesting that subordinates will be motivated by a leader only to the extent they perceive this individual as helping them to attain valued goals

20
Q

Leader style interacts with

A

Environmental contingencies

Subordinate contingencies

21
Q

Four leadership behaviors for motivation

A

Directive
Supportive
Participative
Achievement oriented

22
Q

Directive

A

Defines clear expectations
Offers guidance
Establishes performance standards
Schedules work tasks

23
Q

Supportive

A

Creates pleasant, cooperative work environment

24
Q

Participative

A

Collaborates with employees by soliciting input and participation in the decision making process

25
Q

Achievement oriented

A

Establishes clear challenging goals
Emphasizes performance excellence
Shows belief in employees ability to attain goals

26
Q

Leader substitutes model

A

Direct leadership may be unnecessary depending on characteristics of subordinates and the situation or context

27
Q

Self fulfilling prophecy

A

Tendency for someone’s expectations about another to cause that person to behave in a manner consistent with those expectations

28
Q

Pygmalion effect

A

Positive instance of self fulfilling prophecy

29
Q

Golem effect

A

Negative instance of self fulfilling prophecy

30
Q

Self efficacy

A

Confidence that you will be successful on a particular task or challenge

31
Q

Beliefs about self efficacy develop through

A

Direct experience

Vicarious experience

32
Q

Direct experience

A

Feedback from performing similar tasks in the past

33
Q

Vicarious experience

A

Observations of others performance on these tasks

34
Q

Transactional leadership

A

Motivate followers in the direction of established goals by clarifying role and task requirements

35
Q

Transformational leaders

A

Inspire followers to transcend their own self interests for the good of the organization

36
Q

Things transformational leaders do

A

Stimulate subordinates intellectually
Engage in developmental consideration
Being a charismatic leader

37
Q

Charisma

A

Art of mobilizing others to want to struggle for shared aspirations through vision

38
Q

Bases of Power

A

Formal

Informal

Management (8 decks)

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