Leadership Flashcards
characteristics of an effective leaders
- good: decision making, perceptual, and communication skills
- experienced, empathetic, determined, self-confident, ambitious, visionary
emergent leaders
- already members of the group
- can assume the role or be voted
- e.g. netball team captain voted by her teammates
positives of emergent leaders
- good knowledge of the other members
- work and talk in most effective way
- already respected and trusted by team
- motivated to work hard for them
negatives of emergent leaders
- members may struggle to adjust to new status
- perceived favouritism
- may be difficult for the leaders to make changes
prescribed leaders
- appointed from outside the group
- e.g. externally appointed football manager
positives of prescribed leaders
- more easily make changes to systems/tactics
- team feel like they have a ‘clean slate’
- team work harder and display more positive attitudes
negatives of prescribed leaders
- no previous experience with the team members
- may not manage individuals in the most effective way
- building relationships and earning respect takes time
features of autocratic leaders
focused on the task, makes all the decisions, goal-orientated, doesn’t delegate responsibility
when are autocratic leaders good?
- large group and limited time e.g. with a rugby team
- task is dangerous e.g. rock climbing
features of democratic leaders
- focused on developing relationships in the group
- shares decisions, prioritises group cohesion and shared ownership
- delegates responsibility
when are democratic leaders good?
- group is small and no time constraints
- team members require personal support
- e.g. rowing 4
features of laissez-faire leaders
- leader stands aside
- group makes all the decisions
- leader doesn’t take responsibility
when are laissez-faire leaders good?
- group is experienced and motivated
- weak leader may drift into this style if they lose control of the group
trait perspective
- effective leadership behaviour is innate/ genetically programmed
- e.g. ambition and empathy inherited, enables effective leader
social learning perspective
- effective leadership behaviour learned from environment through imitation and reinforcement
- e.g. effective leadership observed, copied, and reinforced
- builds leadership skills
interactionist perspective
- effective leadership behaviour determined by a combo of inherited traits and experiences learned from the environment
- e.g. inherit determination, observe the use of it in leadership
chelladuri’s multi-dimensional model of leadership
- measures the effectiveness of leadership based on:
- the degree of success at completing a task
- how satisfied the group was during the process
characteristics of chelladuri’s model
- situational: e.g. group size, type of task, time availability
- leader e.g. competence, experience, preferred style
- member: e.g. experience, gender, age, motivation
behaviours of chelladuri’s model
- required: style that should be used
- actual: style chosen by the leader
- preferred: stye the members would choose.
effects of behaviour (chelladuri’s model)
actual = same as required and preferred: high performance and satisfaction
actual = same as required but diff to preferred: performance high, satisfaction low,
actual = diff to required but same as preferred: performance low, satisfaction high
