Leadership Flashcards
Trait Theory
People are born with innate attributes that make them fit for leadership.
Behavioral Theories
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.
Blake-Mouton Managerial Theory (Team Leaders)
Manager leads by example and encourages team and individual development.
9 task, 9 people
Blake-Mouton Managerial Theory (Authoritarian managers)
Manager expects employees to do as they are told
9 task, 1 people
Blake-Mouton Managerial Theory (Country club managers)
Manager values relationships more than tasks, so they avoid punishing employees when goals are not achieved.
1 task, 9 people
Blake-Mouton Managerial Theory (impoverished managers)
Manager delegates but offers no guidance
1 task, 1 people
Blake-Mouton Managerial Theory (middle-of-the-road manager)
Manager because of formal title but not really considered a manager.
Gets the work done
Balanced on task scale and people scale
Situational Theories
Build on behavioral theories
Leadership style depends on situation
Hersey-Blanchard (Telling)
Emphasis on task, not employee.
Employee must be told what to do.
Hersey-Blanchard (Selling)
Emphasis on both task and employee.
Employee is competent but needs additional guidance or motivation.
Hersey-Blanchard (Participating)
Emphasis is on both task and employee.
Employee is capable, and manager lends support by helping with final decision-making or brainstorming.
Hersey-Blanchard (Delegating)
Employee requires little to no intervention by manager.
Manager is still ultimately responsible, but employee is empowered to make decisions and complete the task.
Emergent Theory
Leaders are not formally selected but rather emerge from a group as the clear leader.
Emergent Theory (Solo Leader)
Directive
Expects team to conform to their style
Too involved in everything
Emergent Theory (Team Leader)
Delegates
Creates a vision for the team
Appreciates and encourages diversity
Transformational Leadership
James MacGregor Burns said that transformational leaders raise one another to higher levels of motivation.
Four I’s of transformational leadership
- Individual consideration
- Intellectual stimulation
- Idealized influence
- Inspirational motivation
EI Branch: Perceiving emotions in oneself and others
Recognizing the verbal and nonverbal communication cues of others
EI Branch: Using emotions to facilitate thinking
The ability to generate emotions and react to them.
EI Branch: Understanding emotional meaning
The ability to understand and appropriately react to others’ emotions
EI Branch: managing emotions
the ability to regulate your emotions and react to others’ emotions in a manner that effectively manages an interaction.
EI Component: self-regulation
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.
EI Component: self-awareness
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.
EI Component: motivation
Refers to a person’s commitment to excel. As a leader, this is a measure of your resilience and positivity as well.
EI Component: Empathy
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.
EI Component: social skills
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.
Behavioral Reinforcement Theory/Operant Conditioning
- 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
Motivation-Hygiene Theory
- 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
Maslow’s Hierarchy of Needs
Five basic human needs (pyramid). Bottom: Physoiological Safety and security Belonging and love Esteem Top: Self-actualization
Acquired Needs Theory
- 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)
Expectancy Theory
- 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)
Mission statement
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?
Vision statement
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?
Four Branches of Emotional Intelligence
- Perceiving emotions in self and others
- Using emotions to facilitate thinking
- Understand emotional thinking
- Managing emotions
Five Components of Emotional Intelligence
- Self-regulation
- Self-awareness
- Motivation
- Empathy
- Social skills
