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SHRM-SCP > Leadership > Flashcards

Leadership Flashcards

1
Q

functions of management

A

planning, organizing, staffing, directing, and controlling

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2
Q

leadership style affects:

A

employee’s ability to make decisions that affect their work

sense of responsibility

standards employees seek to meet or exceed

employee’s belief that they will be rewarded for their work

understood mission and shared values

felling of commitment to a shared goal

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3
Q

Coercive leadership

A

leader imposes a vision or solution on the team and demands they follow it

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4
Q

authoritative leadership

A

leader proposes a bold vision or solution and invites the team to join this challenge

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5
Q

affiliative leadership

A

the leader creates strong relationships with and inside the team, encouraging feedback

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6
Q

democratic leadership

A

the leader invites followers to collaborate and commits to acting by consensus

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7
Q

pacesetting leadership

A

the leader sets a model for high performance standards and challenges followers to meet these expectations

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8
Q

coaching leadership

A

the leader focus on developing team member’s skills, believing that success comes from aligning the organization’s goals with employees’ personal and professional goals

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9
Q

mentoring

A

helps an employee navigate and understand the organization, which can help them determine a career path

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10
Q

effective hr leaders

A

develop and coach others

build positive relationships

model their values and fulfill their promises and commitments

have functional expertise

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11
Q

ineffective hr leaders

A

focus internally rather than externally

lack strategic perspective

do not anticipate or react well to change

resist “stretch” goals

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12
Q

trait theories

A

leaders possess certain innate characteristics and that followers do not possess

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13
Q

behavioral theories

A

leaders influence group members through certain behaviors

blake-mouton theory

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14
Q

blake-mouton theory

A

leadership involves managing: tasks and employees

5 types of managers:
country club managers - low task, high relationships

impoverished managers - low task, low relationship

authoritarian managers - high task, low relationships

middle-of-the-road managers - mid point on both

team leaders - high task, high relationships

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15
Q

situational theories

A

propose that leaders can flex their behaviors to meet the needs of unique situations

hersey-blanchard situational leadership

fiedler’s contingency theory

path-goal theory

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16
Q

hersey-blanchard situational leadership

A

as team members grow in skill and experience, leaders supply the appropriate behavior:

telling - when the employee is not yet motivated or competent

selling - when the increasingly competent employee still needs to focus and motivation

participating - when competent workers can be included in problem solving and coached on higher skills

delegating - when very competent team members can benefit from greater levels of autonomy and self-direction

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17
Q

fiedler’s contingency theory

A

leaders change the situation to make it more “favorable” more likely to produce good outcomes

situational favorableness occurs when:

leader-member relationships are strong

task structure and requirements are clear

the leader can exert the necessary power to reach the group’s goal

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18
Q

path-goal theory

A

theory emphasizes the leader’s role in coaching and developing followers’ competencies. addressing different types of employee needs

directive - help understand the task and its goal

supportive - try to fulfill the employee’s relationship needs

achievement - motivate by setting challenging goals

participative - provide more control over work and leverage group expertise through participative decision making

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19
Q

emergent theory

A

leaders are not appointed but emerge from the group

20
Q

transactional leadership

A

emphasizes a leader’s preference for order and structure

expected to follow orders from above

motivated by rewards and consequences

closely monitored to ensure that work is done properly

creativity and inventiveness are not encouraged or nurtured

21
Q

transformational leadership

A

emphasizes the leader’s ability to inspire employees and embrace change

do not micromanage

22
Q

leader-member exchange theory

A

focuses on the two-way relationship between leaders and chosen employees

mentorship

can contribute to growth and productivity but can also create in- and out- groups with the team

in group may strengthen and support the leader

out group may lag in development and productivity

23
Q

servant leadership

A

serve the needs of their employees

emphasizes sharing of power

tend to be trusted more which leads to greater innovation, collaboration, performance, and participation

24
Q

formal organization features

A

traditional reporting lines

decision making process

funding process

strategy, mission, and values

25
Q

informal organizational features

A

interpersonal relationships

observation is key

26
Q

types of power

A

legitimate power

reward power

expert power

referent power

coercive power

27
Q

legitimate power

A

created formally

28
Q

reward power

A

created when a leader can offer followers something they value in exchange for commitment

29
Q

expert power

A

leader possesses great intelligence, insight, or experience

30
Q

referent power

A

created by the force of the leader’s personality

31
Q

coercive power

A

when the leader has the power to punish

32
Q

motivation

A

factors that initiate, direct, and sustain human behavior

33
Q

theory x/theory y

A

theory x - motivation is irrelevant

theory y - motivation is critical

theory x leaders micro manage and coerce team members

theory y believe employees dislike rigid controls, apply a more participative style

34
Q

needs theory

A

individuals are motivated by a desire to satisfy certain needs

maslow
herzberg
mccclelland
self-determination

35
Q

maslow

A

5 categories of needs must be met in ascending order:

physiological
safety and security
belonging and love
esteem
self-actualization

a lower-level need must be relatively satisfied in order for a higher-level need to be emerge

36
Q

herzberg

A

behavior is driven by intrinsic factors (innate desires) and extrinsic factors (workplace hygiene)

intrinsic: challenging work, meaningful impact of work, recognition

extrinsic: job security, pay, conditions

37
Q

mccelland

A

individuals are motivated by three basic desires:

achievement
affiliation
power

employees have all three needs but the needs’ relative importance may vary among individuals

38
Q

self-determination

A

individuals are motivated by autonomy, or the need to feel that one has control over one’s life and purpose

39
Q

expectancy theory

A

effort increases in relation to one’s confidence that the behavior will result in a positive outcome and reward

vroom

40
Q

vroom

A

level of effort depends on:

expectancy
instrumentality
valence

41
Q

attribution theory

A

the way a person interprets the causes for past success or failure is related to the present level of motivation

heider, weiner

42
Q

heider, weiner

A

success or failure can be attributed to internal factors or external factors

internal factors may be under the employee’s control but external factors are probably beyond the employee’s control

43
Q

goal-setting theory

A

motivation can be increased by providing employees with goals against which they can assess their achievement

effective goals are:
specific and clear
important to the individual
realistic but challenging

44
Q

equity theory

A

motivation is based on an employee’s sense of fairness. an individual compares their perceived values based on inputs and outputs.

inputs - skills, training, effort, education, experience

outputs - salary, bonuses, raises, promotions

45
Q

leader qualities

A

self motived and self disciplined

comfortable with risk taking

continuous learning

growth mindset

SHRM-SCP (7 decks)

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