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OAM > Leadership > Flashcards

Leadership Flashcards

1
Q

Leadership

A

act of influencing others towards a goal
- often requires getting people to modify other attitudes or behaviors

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2
Q

leadership attribution error

A
  • people have a tendency to over-attribute blame (credit) to the leaders when a group experiences failure/success
  • people often discount other potential explanations for group’s shortcomings in favor of an explanation about leadership
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3
Q

managers

A
  • direct, control, and plan the work of other and is responsible for results
  • role of management: make organizational processes operate smoothly and function
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4
Q

leaders

A
  • establish direction, motivate others, and promote team cohesion
  • role of leadership: create a vision and environment that motivates and inspires people to make the vision a reality
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5
Q

leader vs. management

A
  • role of management: make organizational processes operate smoothly and function
  • role of leadership: create a vision and environment that motivates and inspires people to make the vision a reality
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6
Q

trait approach

A
  • earliest studies of leadership sought to identify a set of traits that distinguished leaders form nonreaders
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7
Q

trait approach - individual differences

A

individual differences -> leader emergence
- general IQ
- EQ
- extraversion
- conscientiousness
- openness
- self esteem

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8
Q

trait approach limitations

A
  • ignore the situation and context in which leadership occurs
  • little evidence that these traits matter for leader effectiveness
  • inconsistencies with traits across different leaders
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9
Q

Behavioral styles

A
  • task oriented (initiating)
  • people- oriented (consideration)
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10
Q

behavioral approach

A
  • research shifted attention away from traits and towards studying behaviors
  • what behavior made others perceive people as leaders
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11
Q

Task-Oriented (Initiating)

A

structure rile of subordinates, provide instructions, assign specific tasks
- works best when employees have external locus of control

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12
Q

People-Oriented (Consideration)

A

show concern and consideration for employee feelings and attitudes
- works best when employees have internal locus of control

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13
Q

Behavioral Approach Limitations

A
  • also ignores situations in which leadership is happening
  • demonstrating both behavioral styles has not been associated with leader effectiveness
  • not all employees view or interpret leader behavior the same way
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14
Q

contemporary approach

A
  • approaches to understand leadership become more nuanced and cognizant of situations and context
  • contemporary approaches acknowledge there are no universal traits or behavior
  • rather, effective leaders recognize and account for individual differences in their employees and adapt their techniques accordingly
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15
Q

Contemporary approach

A
  • transformational
  • leader-member exchange
  • servant
  • authentic
  • all four have been demonstrated to be effective forms of leadership
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16
Q

transformational leadership

A

theory: Leader effectiveness is determined be leader’s charisma
- charisma determines how effectively leaders can motivate, inspire, and intellectually stimulate employees

17
Q

Charisma

A
  • Ability to attract and charm other people
  • a magnetic-like quality that fuels feelings of admiration
18
Q

base of charisma

A
  • evidence suggests charisma comes from learned behaviors
  • another base of charisma is power and there are many bases of power
  • not genetic
19
Q

examples of charisma

A

articulating a clear vision, setting challenging goals, encouraging others through adversity

20
Q

Leader- Member Exchange LMX

A

Theory: leader effectiveness is not determined by leader’s qualities, but by the quality of the relationship between leader and follower
- high quality LMX is marked by trust between leaders and employee

21
Q

how to establish high LMX

A
  • high levels of interactional justice
  • real time justice
  • mentorship and opportunities for development
22
Q

servant leadership

A

Theory: leader’s effectiveness is determined by how well a leader serves the need of others
- employees who feel like their leaders understand their personal needs and care about their well-being tend to be more committed
- associated with employees citizenship behaviors (+)

23
Q

Authentic Leadership

A

Theory: effective leaders stay true to their own values
- Authentic leaders avoid trying to fit into societal expectations or imitate other leaders
- instead use their own life experiences and values to formulate leadership styles
- employees are more likely to trust leaders when they perceive authenticity

24
Q

Unlocking Leadership Potential

A
  • the best leaders constantly adapt and draw from different leadership styles
  • a single approach to leadership will yield moderate performance results at best over the long run.
25
Q

Contemporary Approaches- success

A

all contemporary approaches have been shown to be effective
- it takes time and practice to figure out which leadership style works best across situations

26
Q

Theory X

A

Belief that employees are inherently lazy, do not enjoy working, and will avoid expending enegry whenever possible

27
Q

Theory Y

A

belief that employees are motivated can enjoy work, and will put effort into furthering organizational goals

28
Q

Autocratic - DECISION MAKING

A

no involving employees

29
Q

Democratic - DECISION MAKING

A

allow employee participation

30
Q

Laissez-faire - DECISION MAKING

A

leave decision up to employees

31
Q

DECISION MAKING style

A

will largely hinge on whether you believe more in theory X or Y

32
Q

leadership style determinants

A
  • KSAs
  • Values and assumptions
  • personality
  • ethical code of conduct
33
Q

leadership style part determinants

A
  • how ready and committed employees are
  • when to be inspirational/charismatic or authentic/vulnerable
  • when should you focus on building relationships/LMX or accomplishing tasks? should you put others first/servant?

OAM (21 decks)

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