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
Advantages of Participative Leadership
Motivation and performance
-participation increases intrinsic motivation, positive outcomes
Quality
-better quality decisions with participation
Acceptance
-participation increases decision acceptance
Problems of Participative Leadership
Lots of time and energy
Loss of power (for leader)
Lack of receptivity & knowledge
-Employees may not want to participate or don’t know things
Vroom & Jago Situational Model of Participation
Autocratic individual: solve the problem or make decision yourself
Autocratic group: obtain necessary info from employees and then decide solution yourself
Consultative individual: share problem with relevant employees individually, get ideas without becoming a group, then make decision alone
Consultative group: share problem with employees as group, obtain ideas and make decision yourself
Group: share problem as a group, reach agreement/solution as group, implement majority solution
Leader-Member Exchange Theory
Focus on relationship that develops between leader and employee
Social exchange based approach to leadership
LMX Differentiation
Refers to the variability in the quality of LMX relationships between members of the same workgroup
Transactional Leadership
Based on straightforward exchange relationship between leader and followers
Leaders set goals and provide direction/support
Employees perform well and are rewarded
Use participation
Management by Exception
Degree to which leaders take corrective action on the basis of results of leader-follower transactions
Management by exception-active: routinely monitoring the behaviour of followers and actively searching for and correcting deviations from norm
Management by exception-passive: correcting mistakes only after they have occurred
Transformational Leadership
Leader changes the beliefs and attitudes of followers to correspond to this new vision and motivates them to achieve performance beyond expectations
Positive Leadership
Leader behaviours and interpersonal dynamics that increase followers’ confidence and result in positive outcomes (motivating to go beyond, positive self development, prosocial behaviours)
Empowering Leadership
Implementing conditions that enable power to be shared with employees
Highlight significance of employee work
Provide participation and autonomy in decisions
Express confidence in employee abilities
Stable psychological empowerment
Ethical Leadership
Demonstration of normatively appropriate conduct through personal actions and interpersonal relationships, and the promotion of such conduct to followers through two way communication, reinforcement, and decision making
Make ethics salient, explicit conversations about ethical standards
Types of Positive Leadership
Empowering
Ethical
Authentic
Servant
Types of Exchange Based Theories of Leadership
Leader-Member Exchange
Transactional
Transformational
Types of Situational Based Theories of Leadership
Fiedler’s contingency theory
House’s path-goal theory
Authentic Leadership
Positive form of leadership involving being true to oneself
Know and act upon true values and strengths
Earn respect and trust of followers
Servant Leadership
Going beyond own self interests and having genuine concern to serve others and motivation to lead
Concern for needs and well being of followers
Serve first and lead second
Gender & Leadership
Women more participative or democratic (social skills)
Female leaders more transformational
Men do laissez faire more
Men perceived as more effective in male dominated organizations/industries and vice versa
Areas in which women exceed men are positively related to leadership effectiveness
Areas in which men exceed women have weak or negative relations to leadership effectiveness
Implicit Leadership Theory
Individuals hold set of beliefs about kinds of attributes, personality characteristics, skills, and behaviours that contribute to leadership
Global Leadership
Having leadership capabilities to function effectively in different cultures and being able to cross language, social, economic, and political borders
Least Preferred Co-Worker
Describe them favourably (high LPC score), considered relationship oriented
Describes LPC unfavourable (low LPC score), considered task oriented
Favourable and least favourable situation: low LPC (task orientation) most effective
Medium situation favourability: high LPC (relationship orientation) most effective
