Leadership Flashcards
functions of management
planning, organizing, staffing, directing, and controlling
leadership style affects:
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
Coercive leadership
leader imposes a vision or solution on the team and demands they follow it
authoritative leadership
leader proposes a bold vision or solution and invites the team to join this challenge
affiliative leadership
the leader creates strong relationships with and inside the team, encouraging feedback
democratic leadership
the leader invites followers to collaborate and commits to acting by consensus
pacesetting leadership
the leader sets a model for high performance standards and challenges followers to meet these expectations
coaching leadership
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
mentoring
helps an employee navigate and understand the organization, which can help them determine a career path
effective hr leaders
develop and coach others
build positive relationships
model their values and fulfill their promises and commitments
have functional expertise
ineffective hr leaders
focus internally rather than externally
lack strategic perspective
do not anticipate or react well to change
resist “stretch” goals
trait theories
leaders possess certain innate characteristics and that followers do not possess
behavioral theories
leaders influence group members through certain behaviors
blake-mouton theory
blake-mouton theory
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
situational theories
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
hersey-blanchard situational leadership
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
fiedler’s contingency theory
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
path-goal theory
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
emergent theory
leaders are not appointed but emerge from the group
transactional leadership
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
transformational leadership
emphasizes the leader’s ability to inspire employees and embrace change
do not micromanage
leader-member exchange theory
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
servant leadership
serve the needs of their employees
emphasizes sharing of power
tend to be trusted more which leads to greater innovation, collaboration, performance, and participation
formal organization features
traditional reporting lines
decision making process
funding process
strategy, mission, and values
