Leadership Flashcards
Leadership
when particular individuals exert influence on the goal achievement of others in an organizational context
Effective leadership enhances productivity, innovation, satisfaction, and commitment
Change the way people think, feel, and behave
Strategic Leadership
Ability to anticipate envision, maintain flexibility, think strategically, and work with others to initiate changes that will create a viable future for the organization
Provide sustainable competitive advantage
Open and honest in interactions
Focus on the future
Formal Leadership
E.g. people with titles such as manager, supervisor, head, etc
Assigned leadership role
Expected to influence others
But doesn’t guarantee leadership
Emergent Leadership
degree to which an individual with no formal status or authority is perceived by one or more team members as exhibiting leaderlike influence
Extent to which one is perceived by others as a leader
Often happens when is no formal/assigned leader
Shared Leadership
when different group members take on role of leader at various times
Leadership distributed among team members
Many members emerge as informal leaders
Positively related to team performance and creativity
Traits
Personal characteristics of individuals (e.g. physical characteristics, intellectual ability, personality)
Leadership traits:
Intelligence
Energy and drive
Self confidence
Dominance
Motivation to lead
Emotional stability
Honesty and integrity
Need for achievement
Sociability
All 5 big 5 traits related
Narcissism
combines grandiosity, attention seeking, unrealistically inflated self view, need for self view to be continuously reinforced through self regulation, general lack of regard for others
Engage in questionable behaviours
Make risky decisions, spend more on research and development
Manipulate policies to achieve desired results
Limitations of Trait Approach
Directionality: difficult to determine if traits make the leader or if opportunity for leadership produces the traits
Leadership categorization theory: more likely to view somebody as a leader and to evaluate them as more effective when possess prototypical characteristics of leadership
Fails to consider the situation in which leadership occurs
Does not tell us what leaders actually do to influence (so can’t train leaders)
Consideration
Extent to which a leader is approachable and shows personal concern and respect for employees
Considerate leader seen as friendly and egalitarian, expresses appreciation and support, protective of group welfare
More strongly related to follower satisfaction, motivation, and leader effectiveness
Initiating Structure
Degree to which leader concentrates on group goal attainment
Clearly defines and organizes their own role and the roles of followers
Stresses standard procedures, schedules the work to be done, assigns employees to tasks
More strongly related to leader job performance and group performance
Leader Reward Behaviour
Provides employees with compliments, tangible benefits, and deserved special treatment
Contingent reward behaviour: when rewards made contingent on meeting performance goals/expectations
Positively related to perceptions, attitudes, behaviour
Leader Punishment Behaviour
Use of reprimands or unfavourable task assignments, and active withholding of raises, promotions, and other rewards
Contingent punishment related to favourable perceptions, attitudes, behaviour
Non contingent related to unfavourable outcomes
Fiedler’s Contingency Theory
Association between leadership orientation and group effectiveness contingent on extent to which situation is favourable for exertion of influence
Some situations more favourable for leadership than others
Path-Goal Theory
Concerned with the situations under which various leader behaviours are most effective
Most important activities of leaders are those that clarify paths to goals of interest for employees (e.g. promotion, pleasant work climate)
Effective leader forms connection between employee goals and organizational goals
Participative Leadership
Involving employees in making work related decision
Leaders can vary in extent they involve employees in decision making
Minimum: obtaining employee opinions before making decision
Maximum: allow employees to make own decisions with agreed on limits
