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BU288 Final > Leadership > Flashcards

Leadership Flashcards

1
Q

Leadership

A
  • Influencing others to achieve goals
  • Effective leadership
  • Enhances productivity, innovation, satisfaction, and commitment of followers
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2
Q

Leaders vs. Managers
Leaders

A

Create, originate, develop, inspire trust, think long-term, ask what and why, watch the horizon, challenge the status quo, do the right things, seek and implement change, provide vision, cause pain

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3
Q

Managers

A

Implement, copy, maintain, control, think short-term, ask how and when, watch the bottom line, accept the status quo, do things right, maintain the status quo

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4
Q

Exchange Relationship Based Theories

A

Focus is on type of relationship between leader and members.
- transactional leadership theory
- transformational leadership theory
- Leader Member exchange (LMX) theory

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5
Q

Transactional Leadership

A

Leadership based on a straightforward exchange between the leader and followers.

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6
Q

three styles/ behaviours with transactional leadership

A
  • contingent reward behaviour
  • managment by exception (active)
  • managment by exception (passive)
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7
Q

Contingent Reward Behaviour -

A

Contracts exchange of rewards for effort, promises rewards for good performance, recognizes accomplishments.

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8
Q

Management by Exception (active)

A

Watches and searches for deviations from rules and standards, takes corrective action.

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9
Q

Management by Exception (passive)

A

Intervenes only if standards are not met

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10
Q

Transformational Leadership

A

Leadership that provides follower with a new vision that instills true commitment

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11
Q

Transfromational - the four I’s

A
  • intellectual simulation
  • individualized consideration
  • inspirational motivation
  • idealized influence (charisma)
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12
Q

Intellectual Stimulation -

A

Promotes intelligence, rationality, and careful problem-solving, challenges assumptions.

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13
Q

Individualized Consideration -

A

Gives personal attention, treats each employee individually, coaches, advises.

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14
Q

Inspirational Motivation

A

Communicates vision, high expectations, uses symbols to focus efforts,

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15
Q

Idealized Influence (Charisma)

A

Provides vision and sense of mission, instills pride, loyalty, respect and trust.

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16
Q

Transformatioanl Leadership Outcomes

A

Positively related to:
Job satisfaction
Satisfaction with leader
Trust in leader
Motivation
Organizational commitment
Leader effectiveness
Performance
Extra effort (by followers)

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17
Q

Transactional versus Transformational Leadership

A

Transformational
Positively related to performance
Leadership that provides followers with a new vision that instills true commitment

Contingent reward
Positively related to performance

Management by exception (active and passive)
Negatively (weakly) related to performance

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18
Q

Charisma

A
  • the ability to command strong loyalty and devotion from followers and thus have the potential for strong influence among them
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19
Q

The Dark Side of Charisma

A
  • Being in awe of the leader reduces good suggestions by followers
  • Desire for leader acceptance inhibits criticism by followers
  • Adoration by followers creates delusions of leader infallibility
  • Excessive confidence and optimism blind the leader to real dangers
  • Denial of problems and failures reduces organizational learning
  • Risky, grandiose projects are more likely to fail
  • Taking complete credit for successes alienates some key followers
  • Impulsive, non-traditional behavior creates enemies as well as believers
  • Dependence on the leader inhibits development of competent successors
  • Failure to develop successors creates an eventual leadership crisis
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20
Q

Leader-member Exchange (LMX)

A

A theory that focuses on the quality of relationship between a leader and a follower.

Based on Social Exchange Theory
- The idea is that over time, with interactions, social exchange relps develop. High- quality relationships results in effective leadership.
- Involves the norm of reciprocity
- Repeated exchanges lead to trust, loyalty, and mutual commitments

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21
Q

LMX example

A

Ex, leader does something good for follower (such as giving attention) and follower will reciprocate with good performance
Can lead to in-groups and out-groups

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22
Q

High LMX

A
  • Involves a high degree of mutual influence and obligation as well as trust, loyalty, open communication, and respect between a leader and an employee.
  • In high-quality relationships, employees perform tasks beyond their job descriptions.
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23
Q

Low LMX

A
  • Characterized by low trust, respect, obligation, and mutual support.
  • In low-quality relationships, the leader provides less attention and latitude to employees.
  • Employees do only what their job descriptions and formal role requirements demand of them.
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24
Q

Outcomes of LMX

A

LMX associated with:

More organizational citizenship behaviors (OCBs)
Higher job performance
Higher commitment
Higher job satisfaction
Higher satisfaction with supervisor
Higher perceptions of organizational justice
Decreased role ambiguity
Less turnover
NOTE: LMX can lead to perceptions that some workers are getting preferential treatment… (in-group vs. out-group).

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25
Q

Formal vs Emergent Leadership
Formal

A

Individuals with titles such as manager, executive, supervisor, and department head occupy formal or assigned leadership roles

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26
Q

Emergent leadership

A
  • Individuals emerge as informal leaders in leaderless groups.
  • Perceived as leader by team members
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27
Q

Leader emergence positively related to:

A

Extraversion, Emotional Stability, Conscientiousness, Intelligence, Authoritarianism, Leader experience, Self-esteem, Masculinity, etc.

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28
Q

Task Leader:

A

Concerned with accomplishing the task

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29
Q

Social-Emotional Leader:

A
  • Reduces tension, manages disagreements, settles arguments, maintains morale
  • Both have a role, particularly in new groups
  • Referent power, high skills important in emergent leadership
30
Q

Shared Leadership

A

Leadership roles are distributed amongst team members.

31
Q

Trait theory of leadership

A
  • concept of are leaders born or made
  • leadership depends on the personal qualities or traits of the leader
  • Idea that effective leaders possess a common set of personality characteristics
32
Q

Traits associated (weakly) with leader effectiveness:

A

Intelligence
Energy and drive
Self-confidence
Dominance
Motivation to lead
Honesty and integrity
Need for achievement
Sociability
Emotional stability
Extraversion and Conscientiousness (best personality predictors)

33
Q

Motivation to lead (MTL) -

A

the desire to attain leadership roles and to expand effort to fulfill leader role requirements

34
Q

Limitations of the trait approach

A
  • Does not tell us what leaders do to influence others successfully.
    It does not take into account the situation in which leadership occurs.
  • Traits alone are not sufficient for successful leadership.
  • Traits are only a precondition for certain actions that a leader must take in order to be successful.
  • Traits are often a better predictor of whether one becomes a leader than leader effectiveness..
35
Q

Leadership categorization theory

A

people are more likely to view somebody as a leader and to evaluate them as a more effective leader when they possess prototypical characteristics of leadership

36
Q

Consideration

A
  • The extent to which a leader is approachable and shows personal concern and respect for employees
  • Slightly more strongly related to satisfaction and motivation.
37
Q

Initiating Structure

A
  • The degree to which a leader concentrates on group goal attainment.
  • Slightly more strongly related to performance.
38
Q

Situational Theories of Leadership

A
  • The situation refers to the setting in which influence attempts occur.
  • The basic premise is that the effectiveness of a leadership style is contingent on the setting.
39
Q

Situational Theories

A
  • Fiedler’s Contingency Theory
  • House’s Path-Goal Theory
40
Q

Fielder’s Contingency Theory

A

How effective a leadership style will be depends on how favourable the situation is for the leader

41
Q

Fielder’s Contingency Theory - Style

A

Relationship oriented vs Task Oriented
What determines favourability: Situational factors
Leader Member relations
Task structure
Position Power

42
Q

Task Orientation:

A

is most effective when the leadership situation is very favourable or when it is very unfavourable.

43
Q

Relationship Orientation:

A

most effective in conditions of medium favourability.

44
Q

Path Goal Theory

A
  • The most important activities of leaders are those that clarify the paths to various goals of interest to employees.
  • Leader’s job is to assist followers in attaining their goals
  • Remove any pitfalls and roadblocks
  • That is… clear the path to the goal
  • Substitute anything lacking in environment or employee.
45
Q

Behaviours and situational factors:

A
  • Different leadership behaviors will be effective in specific situations.
  • Situational factors will determine effectiveness.
    The effective leader forms a connection between employee goals and organizational goals.
46
Q

Path-Goal Leadership Styles

A
  • Directive path-goal clarifying behaviors:
  • Supportive Leader Behavior
  • Participative Leader Behavior
  • Achievement Oriented Leader Behavior:
47
Q

Directive path-goal clarifying behaviors:

A

Behaviors that clarify goals, clarify means to carry out tasks, scheduling, coordinating work, use of rewards/punishment contingent on performance, etc.

48
Q

Supportive Leader Behavior

A

Behavior that satisfies subordinate needs and preferences, display concern for subordinate welfare, creating friendly and supportive environment, etc.

49
Q

Participative Leader Behavior

A

Behavior that encourages participation in decision making. Consulting with subordinates, taking their opinions into account, etc.

50
Q

Achievement Oriented Leader Behavior:

A

Encouraging performance excellence, setting challenging goals, seeking improvement, emphasizing excellence, showing confidence, etc.

51
Q

Contingency factors

A
  • Environmental variables
  • Employees’ characteristics
  • Leader should compensate for what is lacking in the work setting or employee
52
Q

Effective leaders enhance goal-oriented performance by:

A

Enhancing motivation
Enhancing abilities of followers
Providing guidance
Reducing obstacles
Providing resources to facilitate performance

53
Q

When are the path-goal styles most effective

A
  • directive
  • supportive
  • participative
  • achievment oriented
54
Q

Directive

A

When individuals have difficulty doing tasks or the tasks are ambiguous.

55
Q

Supportive

A

When individuals are under stress or otherwise show that they need to be supported. Most effective in dissatisfying, frustrating jobs.

56
Q

Participative

A

When individuals need to buy into decisions

57
Q

Achievement Oriented

A

When individuals like challenges and are highly motivated

58
Q

Path Goal: Strengths and Weakness
strenghts

A

Generally supported by research
Considers employees, situation, and leader

59
Q

Weaknesses

A

Often better at predicting job satisfaction and leader acceptance than job performance

60
Q

Weaknesses

A

Often better at predicting job satisfaction and leader acceptance than job performance

61
Q

Servant Leadership

A
  • Leadership that goes beyond one’s own self-interests and has a genuine concern to serve others and a motivation to lead
  • Someone who wants to serve first, and lead second
62
Q

Servant Leadership - Key characteristics:

A

Empowering and developing followers, leader humility, leader authenticity, interpersonal acceptance, providing direction, stewardsh

63
Q

Positively related to:

A

LMX
Trust in manager
Job performance
Organizational citizenship behaviors
Engagement
Job satisfaction
Commitment

64
Q

A challenge to leadership

A
  • Leaders often have to do things that are seen as being unfair - deliver bad news
  • Unfairness affects perceptions of the leader
  • Perceived unfairness reduces perceived legitimacy of the leader
  • Leads to resistance to leader (e.g., refusal to comply)
  • Negative gossip about leader (e.g., spreading reputational info)
  • Reduced citizenship toward leader (e.g., helping)
  • Follower responses can limit a leader’s ability to lead
65
Q

Positive leadership

A

leadership that focuses on leader behaviours and interpersonal dynamics that increase followers’ confidence and result in positive outcomes beyond task compliance

66
Q

Empowering leadership -

A

implementing conditions that enable power to be shared with employees

67
Q

Ethical leadership

A

the demonstration of normativity appropriate conduct through personal actions and interpersonal relationships, and the promotion of such conduct to followers through two-way communication, reinforcement, and decision making

68
Q

Ethical organizational climate

A

the shared perceptions that employees have about ethical poliites, and practices, and procedures in formal organizational systems

69
Q

Authentic leadership

A

a positive form of leadership that involves being true to oneself

70
Q

Upward-directed Gender Bias

A

All of this is amplified for female leaders
Upward-directed gender bias

71
Q

Role congruity theory - gender

A

prejudice against female leaders is the result of an incongruity between the perceived characteristics of women and the perceived requirements of leadership roles

72
Q

What can we do to fix this - gender bias

A
  • Instead, we need to change stereotypes and address equity issues
  • Followers need to be aware of their biases
  • Check ourselves… try not to act on stereotypes
  • Understand that follower actions can negatively affect leaders
  • Organizations need to realize that employee feedback may be biased
  • Organizations need to take steps to legitimize female leaders (e.g., more representation in leader roles)

BU288 Final (6 decks)

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