Leadership Flashcards
an influence and goal-orriented process
Leadership
What do leaders do?
Romance of Leadership
Two-factor Model of Leadership
Leadership Substitutes Theory
The tendency to overestimate the amount of influence and control leaders exert on their groups and their group’s outcomes.
Romance of leadership
A descriptive model of leadership
Two-factor Model of Leadership
Two-factor Model of Leadership
Task Leadership
Relationship Leadership
A conceptual analysis of the factors that reduce
or eliminate the need for a leader
Leadership Substitutes Theory
Thomas Carlyle states that successful leaders possess certain.characteristics that mark them for greatness.and that such great leaders shape the course of history.
Great Leader Theory
Leo Tolstoy states that history is determined primarily by the “spirit of the times” rather than by the actions and choices of great leaders.
Zeitgeist Theory
Early leadership researchers believed that leaders possess certain personality traits that set them apart from others.
Leadership Traits
Characteristics of Leadership
Emergence
Assertiveness
Authenticity
Birth order
Character strength
Dominance
Five factors of personality
Narcissism
Self-efficacy for leadership
Self-monitoring
Social Motivation
Curvilinear. Individuals who are either low or very high in this are less likely to be identified as leaders
Assertiveness
Individuals who are more aware of their personal qualities, including their values and beliefs and exhibiting less bias when processing self-relevant information, are more likely to be accepted as leaders
Authenticity
First Born or only child, hypothesized to be more driven to seek leadership and control in social settings
Middle Child, tend to accept follower roles in groups
Children born later, tend to be rebellious and creative
Birth order
Positions in a military organization has elevated scores on a number of indicators of strength of character
Character Strengths
They describe themselves as high in their desire to control their environment, to influence other
people, and to express their opinions in a forceful ways
Dominance
Tend to be more extraverted, conscientious, emotionally stable, and open to experience
Five factors of personality
Individuals who take on leadership roles in turbulent situations, such as groups facing a threat or those in which status is determined by intense competition among rivals within the
group
Narcissism
Confidence in one’s ability to lead is associated with increases in willingness to accept a leadership role and success in that role
Self-efficacy for leadership
They are more concerned with
status-enhancement and are more likely to adapt their actions to fit the demands of the situation
Self-monitoring
Individuals who are both success-oriented and affiliation-oriented, as assessed by projective measures, are more active in group problem-solving settings and are more likely to be elected to positions of leadership in such
groups
Social Motivation
Two traits that are correlated at higher
level with leadership emergence
Conscientiousness and extraversion
The set of three socially aversive personality qualities consisted of Machiavellianism, narcissism, and psychopathy.
The Dark Triad
using manipulative tactics in dealing with other people and espouse a cynical view of human
Machiavellianism
have inflated views of their
self-worth; they tend to exaggerate their achievements, block criticism, refuse to compromise, and seek out attention and recognition from others.
Narcissism
lack concern for both other people
as well as for social regulatory mechanisms. they tend to act impulsively without full
consideration of the consequences of their choices.
Psychopathy
Intellectual and Practical Skills
General Mental Ability
Emotional Intelligence
Practical and Creative Intelligence
Expertise
are abstract thinking, ability to manipulate the environment and foresight- all qualities that likely qualify one to be a leader
General Mental Ability
The components of social intelligence that relate to one’s capacity to accurately perceive emotions,
Emotional Intelligence
Individuals who succeeded in the
leaderless-group tests had this
Intelligence.
Practical and Creative Intelligence
Groups are more accepting leaders who have previously demonstrated task ability and more willing to follow the directions of a task competent person than those of an incompetent person.
Expertise
The Leader’s Look
Physical Appearance
Diversity
Sex
the tendency for group members
who talk at a high rate in the group to emerge as leaders, even if the information they share with the
group is of low quality.
Bubble effects
People who look physically fit are considered more leaderliked than individuals who are out of shape
Physical Appearance
Leadership is not limited to any particular cultural, ethnic, or racial group
Diversity
Both a woman and a leader, is something of an exemption.
Sex
Theories of Leadership Emergence
Implicit Leadership Theory
Social Identity Theory
Social Role Theory
Terror Management Theory
Evolutionary Theory
Group members often have
assumptions about the traits and qualities that can make someone a leader, known as leader prototypes
Implicit Leadership Theory
Recognizes leadership is fundamentally a
group- level process.
Social Identity Theory
A conceptual analysis of sex differences that recognizes men and women take on different type roles in many societies
Social Role Theory
The idea that people are drawn to powerful leaders for less than rational reasons.
Terror Management Theory
Suggests that leadership is an adaptation: a heritable characteristic that developed in a population over a long period of time.
Evolutionary Theory
Formerly called the Managerial Grid.
The Leadership Grid
A theory of management and leadership assumes that people vary in their concern for results and their concern for people and that individuals who are high on both dimensions are the best leaders.
The Leadership Grid
A theory of leadership suggesting that groups benefit from leadership that meshes with a group’s stage of development
Situational Leadership Theory
A leader’s effectiveness is contingent on situational factors. A leader’s success is determined by his or her leadership style and the favorability of the group situation.
Contingency Theory
Is an indirect measure of the tendency to lead by stressing the task or relationship.
Least Preferred Coworker Scale (LPC)
Uniquely stresses the quality of the one-to-one relationship between a leader and a subordinate
Leader-Member Exchange Theory
includes those
individuals with positive linkages to the leader
Ingroup or inner group
includes individuals
with less satisfying linkages to the leader
Outgroup or outer group
Participation Theory
Authoritarian or Autocratic Leadership
Democratic Leadership
Laissez - faire
Shared Leadership
A leader who took no input from the members in
making decisions about group activities.
Authoritarian or Autocratic Leadership
A leader made certain that all activities were
first discussed by the entire group.
Democratic Leadership
A leader who rarely intervened in the group
activities.
Laissez - faire
as effective as centralized
leadership. It emphasizes breaking the leader’s monopoly
on power, influence, and authority in the group
Shared Leadership
Followership Theory
Conformist followers (yes people)
Passive followers (sheep)
Pragmatic Followers
Alienated Followers
Exemplary followers (stars)
Are active and energized, but they are devoted
to the leader.
Conformist followers (yes people)
follow the lead of others, but without great
enthusiasm or commitment.
Passive followers (sheep)
They are the rank and-file members of the
group; they are not clearly active, passive,
conforming or independent
Pragmatic Followers
They are not committed to the group or it’s
goals, in part because they steadfastly maintain
their independence from other’s influence
Alienated Followers
actively engaged in the group, but they do not
simply do what they are told.
Exemplary followers (stars)
occurs when one or more persons engage with other in such a way that leaders and followers raise one
another to high levels of motivation and morality
Transformational Leadership
occurs when one person takes the initiative in making contact with others for purpose of an exchange of valued things
Transactional Leadership
Transformational Leadership
Idealized influence
Inspirational motivation
Intellectual stimulation
Individualized considerations
Expressing one’s conviction clearly and
emphasizing the importance of trust
Idealized influence
Articulating an appealing vision of the future
Inspirational motivation
Questioning old assumptions, traditions, and
beliefs
Intellectual stimulation
Dealing with others as individuals. Considering individual needs, abilities, and
aspirations
Individualized considerations
Transactional Leadership
Contingent rewards
Management by exception (active)
Providing rewards to followers contingent on
performance, recognizing achievements, and
providing direction and positive feedback
Contingent rewards
Supervising followers’ performances and
intervening if they act detect failures to reach
goals or maintain standards
Management by exception (active)
Avoidant/Passive Leadership
Passive management by exception
Laissez-faire
Being uninvolved in the group activity until a
serious problem occurs
Passive management by exception
Do not accept responsibility for the leadership
role
Laissez-faire
