Brainscape's Knowledge GenomeTM

Browse over 1 million classes created by top students, professors, publishers, and experts.


See full index

OB HRM > Leadership > Flashcards

Leadership Flashcards

1
Q

Name the differences between individual contributors, managers and leaders

A

differences in:

    • tasks
    • knowledge and
    • affective skills
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
2
Q

What is leadership?

A

Leadership is a process whereby an individual influences a group of individuals to achieve a common goal

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
3
Q

What are the knowledge and affective skills an individual contributor should have?

A

knowledge:
- deep functional expertise
- some business expertise

affective skills:

  • self-awareness
  • self-regulation
  • show cooperation and initiative
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
4
Q

What are the knowledge and affective skills a manager should have?

A

knowledge:

  • functional and operational business expertise
  • organizational knowledge

affective skills:

  • deeper level self-awareness and self-regulation
  • empathy/ sensitivity
  • motivating others/ teambuilding
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
5
Q

What are the knowledge and affective skills a leader should have?

A

knowledge:

  • knowledge of functional field
  • strategic business expertise
  • organizational and contextual knowledge

affective skills:

  • deep-level self-awareness and self-regulation
  • high interpersonal, intergroup and contextual sensitivity
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
6
Q

Explain the trait approach and name four positive task-oriented traits

A
  • the trait approach attempts to identify personality characteristics or interpersonal attributes that differentiate leaders from followers

four positive task-oriented traits:

  • Intelligence
  • Conscientiousness
  • Open to experience
  • Emotional Stability
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
7
Q

Name three positive and negative (dark triad) interpersonal attributes, respectively

A

positive:

  • extraversion
  • agreeableness
  • communication skills

negative:
- Narcissicm
- Machiavellianism
- Psychopathy
= dark triad

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
8
Q

Name four basic skills leaders need to have

A
  • cognitive abilites
  • business skills
  • strategic skills
  • interpersonal skills
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
9
Q

What are the four take-aways from trait theory?

A
  1. We cannot ignore the implications of leadership traits
  2. The positive and “dark triad” traits suggest the qualities you should cultivate and avoid if you want to assume a leadership role in the future
  3. Organizations may want to include personality and trait assessments in their selection and promotion processes
  4. A global mindset is an increasingly valued task-oriented trait
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
10
Q

Explain the behavioral leadership styles approach

A

the behavioral leadership styles approach attempts to identify the unique behaviors displayed by effective leaders

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
11
Q

Explain the different types of behavior

A

task-oriented leader behavior:
- transactional (performance related) leadership

relationship-oriented leader behavior:

  • consideration leadership
  • empowering leadership
  • servant leadership
  • ethical leadership
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
12
Q

Explain transactional leadership

A

Transactional leadership focuses on clarifying
employees’ role and task requirements and providing followers with positive and negative rewards contingent on performance

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
13
Q

Explain consideration leadership

A

Consideration is leader behavior that:

  • creates mutual respect or trust and prioritizes group members’ needs and desires
  • > Consideration promotes social interactions and identification with the team and leader
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
14
Q

Explain empowering leadership

A

Empowering leadership represents the leader’s ability to:

  • create perceptions of psychological empowerment in others
  • > it gives employees the belief that they have control over their work and is therefore believed to drive intrinsic motivation
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
15
Q

Name and explain the different objectives of empowering leadership

A
  • leading for meaningfulness by inspiring their employees and modeling desired behaviors
  • leading for self-determination or choice by delegating meaningful assignments and tasks
  • leading for competence by supporting and coaching employees
  • leading for progress by monitoring and rewarding others
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
16
Q

Explain servant leadership and list its ten characteristics

A
  • Servant-leadership focuses on increased service to others rather than to oneself
  • > servant-leaders are thus less likely to engage in self-serving behaviors that hurt others
  1. Listening
  2. Empathy
  3. Healing
  4. Awareness
  5. Persuasion
  6. Conceptualization (taking the time and effort to develop broader-based conceptual thinking and seeking an appropriate balance between a short-term, day-to-day focus and a long-term, conceptual orientation)
  7. Foresight (ability to foresee outcomes of a current course of action or situation)
  8. Stewardship (assuming they are stewards of the people and resources they manage)
  9. Commitment to the growth of people (commiting to people beyond their immediate work role)
  10. Interest in building community
17
Q

Explain ethical leadership

A
  • ethical leadership represents normatively appropriate behavior that focuses on being a moral role model
  • includes:
    • communicating ethical values to others
    • rewarding ethical behavior, and
    • treating followers with care and concern
18
Q

Explain abusive supervision

A
  • abusive supervision is the sustained display of hostile verbal and nonverbal behavior by managers
  • examples of such behavior can include:
    • telling subordinates their ideas are stupid
    • criticizing them in front of colleagues and other managers
    • reminding them of past errors and missteps
    • giving them the silent treatment
19
Q

Name the four take-aways from behavioral theory

A
  1. Behavior is more important than traits when it comes to leaders’ effectiveness
  2. Leader behaviors can be systematically improved and developed
  3. There is no one best style of leadership
  4. Abusive supervision takes a toll on employees, managers, and the overall organization
20
Q

Explain Fiedler’s Contingency Model and name the two leadership styles

A
  • leadership effectiveness depends on an appropriate match between leadership style and situational control

leadership styles:

  • task-oriented/ motivated (focus on accomplishing goals)
  • relationship-oriented/ motivated (interested in developing positive relationships with followers)
21
Q

Explain Fiedler’s least preferred coworker (LPC) scale

A
  • the least preferred coworker (LPC) scale measures the extent to which an individual takes a task-or relationship-based approach toward leadership
  • the scale asks you to evaluate a coworker you least enjoy working with on 16 pairs of opposite characteristics (such as friendly/unfriendly and tense/relaxed)
  • high scores on the survey (high LPC) indicate that an individual is relationship-motivated
  • low scores (low LPC) suggest a task-motivated style
22
Q

Explain situational control and its three dimensions

A
  • situational control refers to the amount of control and influence the leader has in her or his immediate work environment

three dimensions:
- leader–member relations:
describe the extent to which the leader has the support, loyalty, and trust of the work group
- task structure:
measures the amount of structure contained within tasks performed by the work group
- position power:
is the leader’s formal power to reward, punish, or otherwise obtain compliance from employees

23
Q

Name the three main take-aways from Fiedler’s Model

A
  1. Leadership effectiveness goes beyond traits and behaviors
  2. Organizations should attempt to hire or promote people whose leadership styles fit or match situational demands
  3. Leaders need to modify their style to fit a situation
24
Q

Name and explain the five steps of applying contingency theories

A

Step 1: Identify important outcomes
Step 2: Identify relevant leadership behaviors
Step 3: Identify situational conditions
Step 4: Match leadership to the conditions at hand
Step 5: Decide how to make the match

25
Q

Explain House’s Path-Goal Theory

A
  • path-goal theory holds that leader behaviors are effective when employees view them as a source of satisfaction or as paving the way to future satisfaction

Leaders are expected to do this by:

  1. reducing roadblocks that interfere with goal accomplishment
  2. providing the guidance and support employees need and
  3. linking meaningful rewards to goal accomplishment

Merke: employee characteristics and environmental factors can cause some leadership behaviors to be more effective than others

26
Q

Name the eight categories of Leader Behavior in revised Path-Goal Theory

A
  1. Path-goal-clarifying behaviors
  2. Achievement-oriented behaviors
  3. Work-facilitation behaviors
  4. Supportive behaviors
  5. Interaction-facilitation behaviors
  6. Group-oriented decision-making behaviors
  7. Representation and networking behaviors
  8. Value-based behaviors
27
Q

Name the three main take-aways from Path-Goal Theory

A
  1. Use more than one style of leadership
  2. Help employees achieve their goals
  3. Modify your leadership style to fit various employee and environmental characteristics
28
Q

Explain transformational leadership

A
  • transformational leaders motivate employees to pursue organizational goals above their own self-interests
  • they rely on four unique types of leader behavior:
    • inspirational motivation
    • idealized influence
    • individualized consideration, and
    • intellectual stimulation
  • influence by person and situation factors
  • has positive effects on followers and work groups that foster positive individual, group, and organizational performance
29
Q

Name and explain different perspectives on leadership

A
  • the leader–member exchange (LMX) theory: is based on the assumption that leaders develop unique one-to-one relationships (exchanges) with each of the people reporting to them
  • the power of humility
  • the effectiveness of poor vs. good followers: traits include being: productive, reliable, honest, cooperative, proactive, and flexible

Merke: People are more likely to be positive followers when the leader creates feelings of significance, community, and excitement

  • improvement of relationship with a boss
30
Q

Explain what it takes to be an effective leader

A
  • give some thought to whether you want a managerial or leadership role in your career - it’s not for everyone
  • experiment with various leadership behaviors - this will help you understand the situational aspect of leadership
  • find out how others assess your leadership skills - it’s the only way to improve
31
Q

Explain humility and name the five key qualities of a humble leader

A
  • humility is a stable trait associated with the belief that something is more important than the self
  • humble leaders exhibit five key qualities:
    • high self-awareness
    • openness to feedback
    • appreciation of others
    • low self-focus
    • appreciation of greater good
32
Q

Explain what it takes to improve the relationship with a boss

A
  1. Followers should try to understand their boss
  2. Followers should understand their own style, needs, goals, expectations, and strengths and weaknesses
  3. Followers should conduct a gap analysis between the understandings they have about their boss and about themselves
  4. Followers can build on mutual strengths and adjust to or accommodate the leader’s different style, goals, expectations, and weaknesses.

OB HRM (13 decks)

Brainscape helps you reach your goals faster, through stronger study habits.
© 2024 Bold Learning Solutions. Terms and Conditions