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SHRM > Leadership > Flashcards

Leadership Flashcards

1
Q

Trait Theory

A

People are born with innate attributes that make them fit for leadership.

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2
Q

Behavioral Theories

A

People can be taught how to lead.

Leadership skills can be developed.

Leaders focus on employees and the task - not only on the task as with trait theory.

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3
Q

Blake-Mouton Managerial Theory (Team Leaders)

A

Manager leads by example and encourages team and individual development.

9 task, 9 people

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4
Q

Blake-Mouton Managerial Theory (Authoritarian managers)

A

Manager expects employees to do as they are told

9 task, 1 people

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5
Q

Blake-Mouton Managerial Theory (Country club managers)

A

Manager values relationships more than tasks, so they avoid punishing employees when goals are not achieved.

1 task, 9 people

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6
Q

Blake-Mouton Managerial Theory (impoverished managers)

A

Manager delegates but offers no guidance

1 task, 1 people

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7
Q

Blake-Mouton Managerial Theory (middle-of-the-road manager)

A

Manager because of formal title but not really considered a manager.

Gets the work done

Balanced on task scale and people scale

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8
Q

Situational Theories

A

Build on behavioral theories

Leadership style depends on situation

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9
Q

Hersey-Blanchard (Telling)

A

Emphasis on task, not employee.

Employee must be told what to do.

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10
Q

Hersey-Blanchard (Selling)

A

Emphasis on both task and employee.

Employee is competent but needs additional guidance or motivation.

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11
Q

Hersey-Blanchard (Participating)

A

Emphasis is on both task and employee.

Employee is capable, and manager lends support by helping with final decision-making or brainstorming.

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12
Q

Hersey-Blanchard (Delegating)

A

Employee requires little to no intervention by manager.

Manager is still ultimately responsible, but employee is empowered to make decisions and complete the task.

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13
Q

Emergent Theory

A

Leaders are not formally selected but rather emerge from a group as the clear leader.

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14
Q

Emergent Theory (Solo Leader)

A

Directive

Expects team to conform to their style

Too involved in everything

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15
Q

Emergent Theory (Team Leader)

A

Delegates

Creates a vision for the team

Appreciates and encourages diversity

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16
Q

Transformational Leadership

A

James MacGregor Burns said that transformational leaders raise one another to higher levels of motivation.

17
Q

Four I’s of transformational leadership

A
  • Individual consideration
  • Intellectual stimulation
  • Idealized influence
  • Inspirational motivation
18
Q

EI Branch: Perceiving emotions in oneself and others

A

Recognizing the verbal and nonverbal communication cues of others

19
Q

EI Branch: Using emotions to facilitate thinking

A

The ability to generate emotions and react to them.

20
Q

EI Branch: Understanding emotional meaning

A

The ability to understand and appropriately react to others’ emotions

21
Q

EI Branch: managing emotions

A

the ability to regulate your emotions and react to others’ emotions in a manner that effectively manages an interaction.

22
Q

EI Component: self-regulation

A

Refers to the ability to control your emotions. As a leader, the expectation is that you use your awareness of self to recognize when you are in an emotionally charged state, and you chose to manage your emotions for effective outcomes.

23
Q

EI Component: self-awareness

A

Refers to the ability to understand how you react emotionally to a myriad of situations. As a leader, the expectation is that you use this self-awareness to recognize your contributions to the interpersonal dynamics of you and your colleagues.

24
Q

EI Component: motivation

A

Refers to a person’s commitment to excel. As a leader, this is a measure of your resilience and positivity as well.

25
Q

EI Component: Empathy

A

Refers to the ability to leverage your self-awareness to accept and legitimize another person’s emotions. As a leader, this is a critical skill with respect to being able to coach and guide diverse employees.

26
Q

EI Component: social skills

A

Refers to the ability to build rapport with others. As a leader, this social intelligence allows you to understand the impact of your behavior on the behavior of others.

27
Q

Behavioral Reinforcement Theory/Operant Conditioning

A
  • BF skinner
  • Leader rewards behavior they would like to see repeated
  • Leader ignores or punishes behavior they would like to see end
  • Positive reinforcement, negative reinforcement, punishment, extinction
28
Q

Motivation-Hygiene Theory

A
  • Frederick Herzberg
  • Employees have extrinsic (hygiene) and intrinsic (motivation) needs that need to be fulfilled
  • Extrinsic refers to the job environment
  • Intrinsic refers to the opportunity for personal growth, development, or achievement
29
Q

Maslow’s Hierarchy of Needs

A 
Five basic human needs (pyramid).
Bottom: Physoiological
Safety and security
Belonging and love
Esteem
Top: Self-actualization
30
Q

Acquired Needs Theory

A
  • David McClelland
  • All people fit into one of three categories or have three main drivers:
  • Need for affiliation (belonging, collaboration more important than competition)
  • Need for achievement (tasks calculated risk in goal attainment, needs regular feedback)
  • Need for power (likes competition, likes status)
31
Q

Expectancy Theory

A
  • Victor Vroom
  • The belief that hard work pays off in terms of better performance and increased rewards (compensation and other perks that are of value to that particular employee)

Expectancy (Effort) –> Instrumentality (Performance) –> Valence (Rewards)

32
Q

Mission statement

A

Focuses on the work of the organization on a day-to-day basis and answers the following questions:

  • What do we do now?
  • Why are we doing it?
  • What makes us different from other companies?
33
Q

Vision statement

A

Focuses on the organization’s future goals and answers the following questions:

  • What do we want to accomplish?
  • Where do we aim to be in the future?
34
Q

Four Branches of Emotional Intelligence

A
  • Perceiving emotions in self and others
  • Using emotions to facilitate thinking
  • Understand emotional thinking
  • Managing emotions
35
Q

Five Components of Emotional Intelligence

A
  • Self-regulation
  • Self-awareness
  • Motivation
  • Empathy
  • Social skills

SHRM (18 decks)

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