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Management > Leadership > Flashcards

Leadership Flashcards

1
Q

Situational leadership theory

A

rfocuses on the best leadership style for a specific employee

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2
Q

What does situational leadership theory depend on

A

rDepends on the maturity of followers

nTask behavior― need for guidance and direction

nRelationship behavior ― need for emotional support

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3
Q

4 situations of situational leadership theory

A
  1. Telling ― specific instructions; close supervision
  2. Selling ― specific instructions; being very supportive
  3. Participating ― low level of task behavior; high levels of relationship behavior
  4. Delegating ― low levels of task behavior and low levels of relationship behavior
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4
Q

rLeaders must:

A

nDiagnose the situation they face

nIdentify appropriate behavioral style

nImplement that response

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5
Q

Transformational Leadership

features that start with I

A

rIntellectually stimulation - transformational leaders help followers recognize problems and show them ways of solving them

r

rInterpersonally consideration - transformational leaders give followers the support, encouragement, and attention they need to perform their jobs well

r

rInspiration - transformational leaders clearly communicate the importance of the company’s mission and rely on symbols to help focus their efforts

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6
Q

Transformational leadership features

A

r

rCharisma - transformational leaders have a mission and inspire others to follow them, often in a highly emotional manner

r

rSelf-confidence - transformational leaders are highly confident in their ability and judgment, and others readily become aware of this

r

rVision - transformational leaders have ideas about how to improve the status quo and do what it takes to change things for the better, even if it means making personal sacrifices

r

rEnvironmental sensitivity - transformational leaders are highly realistic about the constraints imposed upon them and the resources needed to change things

rMorality - transformational leaders tend to make decisions in a manner showing advanced levels of moral reasoning

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7
Q

rGreat person theory -

A

recognizes that great leaders possess key traits that set them apart from most others, traits that remain stable over time and across different groups.

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8
Q

oThe language of leadership can be broken into two categories:

A

nFraming the message (i.e., the process of defining the purpose)

nThe ability to use symbolic language to give emotional power (i.e., rhetorical crafting)

n

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9
Q

personal sources of power.

A

Expert and referent power

more effective

•Both expert and referent power are positively related to employees’ satisfaction with supervision, their organisational commitment, and their performance, whereas reward and legitimate power seem to be unrelated to these outcomes.

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10
Q

formal sources of power.

A

-Coercive, reward, and legitimate power

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11
Q

How to Increase Perceived Power?

A

To create dependency, communicate…

•

•Importance

•

•Scarcity

•

•Nonsubstitutability

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12
Q

Three Outcomes of Influence Tactics

A
  1. Commitment
  2. Compliance
  3. Resistance
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13
Q

3 outcomes of influence tactics

Commitment

A
  • The leader’s highest goal and the most successful outcome
  • The target of the influence attempt is enthusiastic about carrying out the request and thus makes a full effort towards doing so.
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14
Q

3 outcomes of influence tactics

Compliance

A

The influence attempt is only partially successful
-The target person is apathetic about carrying out the effort and thus only makes a modest effort

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15
Q

3 outcomes of influence tactics

Resistance

A
  • The influence attempt is unsuccessful
  • The target is opposed to carrying out the request and thus finds ways to either not comply or to do a poor job
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16
Q

Influence Tactics

rational persuasion

A
  • Using logical arguments or factual evidence to influence others and convince them a proposal or request is workable and likely to achieve a goal.
  • Does require assertiveness and research to make this an effective tactic.
  • Your level of credibility matters.
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17
Q

Influence tactics

Inspirational Appeal

A
  • Developing emotional commitment by appealing to a target’s values, needs, hopes, and aspirations.
  • Involves displaying emotions and appealing to group members’ emotions.
  • Possessing personal magnetism (charisma) in the eyes of the group members makes this easier.
  • For this to be effective, the leader must understand the values and motives of the group members.
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18
Q

Influence Tactics

A
  • Relying on your authority position or saying a request accords with organizational policies or rules
  • Influencing through complying with regulations
  • “Upper management has asked…”
  • Should be able to provide evidence of prior procedures – show consistency with organisational policies – show consistency with the duties of the individuals involved
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19
Q

influence tactics

Consultation

A
  • When a group member is asked to participate in planning an activity
  • This is also a leadership style – participative
  • The influence comes from the asking of group members for their input and then in returning finding they are more apt to buy-in to what they are being asked to do
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20
Q

Influence tactics

exchange

A
  • Striking a bargain through an exchange
  • Sharing benefits
  • Typically means the leader gives something and the group member they are attempting to influence must also reciprocate – and could very well be they reciprocate with the very action you are attempting to influence them to complete
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21
Q

influence tactics

ingratiation

A
  • Using flattery, praise, or friendly behavior prior to making a request.
  • Acting like you like someone, even when you do not
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22
Q

influence tactics

personal appeals

A
  • Asking for a favor before explaining what the favor is.
  • Appealing to friendship when asking someone to do something for you—playing the friendship card.
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23
Q

influence tactics

pressure

A

Using warnings, repeated demands, and threats.

24
Q

influence tactics

coalitions

A

-seeking the aid or support of others

25
Q

what influence do the influence tactics have?

A
26
Q

Effectiveness of Influence Tactics

Rational persuasion, inspirational appeals, and consultation are most effective when

A

•the audience is highly interested in the outcomes.

27
Q

Effectiveness of Influence Tactics

Both ingratiation and legitimacy can

A

•lessen the negative reactions from appearing to “dictate” outcomes.

28
Q

Effectiveness of Influence Tactics

What is important?

A

•

  • Sequencing of influence tactics is important.
  • Start with the most positive, or least abrasive, tactic.
  • Proceed to stronger tactics to gain advantage being sought.
  • Also begin with low-cost, low-risk tactics.
29
Q

Informal Influence Tactics

Gossip

A
  • A subversive form of power over.
  • Most commonly used to influence those with more formal sources of power.
  • Can have a utilitarian function.
30
Q

Informal Influence Tactics

Ostracism

A
  • A social sanction whereby a group member is excluded.
  • A powerful method of punishing free riders and enforcing cooperation.
31
Q

Characteristics of Leadership

A

rLeadership involves non-coercive influence.

rLeadership influence is goal-directed.

rLeadership requires followers.

rLeaders and managers are distinct.

32
Q

oLeadership and communication are intrinsically linked.

how

A

nCommunicate a vision

nPersuade followers

nMotivate others towards a common goal

nMaintain power through communication (e.g., amount of information given)

33
Q

Galinsky et al. (2006), Psychological Science

A

Experiment 1: Participants primed with high power were more likely than those primed with low power to draw an E on their forehead in a self-oriented direction, demonstrating less of an inclination to spontaneously adopt another person’s visual perspective.

Experiments 2a and 2b: Power leads individuals to anchor too heavily on their own vantage point, insufficiently adjusting to others’ perspectives.

Experiment 3: High-power participants were less accurate than control participants in determining other people’s emotion expressions; these results suggest a power-induced impediment to experiencing empathy.

Across these studies, power was associated with a reduced tendency to comprehend how other people see, think, and feel.

34
Q

Verbal deference

A

= linguistic markers that convey a willingness to yield to another’s preferences or opinions as a sign of respect or reverence. E.g., “I’m not assuming that I outrank you in the hierarchy.’’

35
Q

The greatest amount of deference is expressed

A

•laterally, between peers of equal or similar rank.

36
Q

Lateral deference is most frequently displayed

A
  • Lateral deference is most frequently displayed by those individuals most concerned with preserving their status and rank.
  • Lateral deference may be used as a status-saving strategy designed to protect individuals from status loss associated with ‘‘overstepping one’s place.’’
37
Q

distinguish initating structure and consideration

A

initatiating structure (production centred)

consideration (person centred)

38
Q

features of production centred (initiating structure)

A

focus on getting the job done

  • organising work
  • inducing subordinates to follow rules
  • set goals
39
Q

features of consideration

A

establish good relations with subordinates

  • doing favours for subordinates
  • explaining
  • ensuring welfare
40
Q

what is grid seminar

A

session which organisations managers help organisation members analyse their management styles

41
Q

impoverished management

A

low on both concern for proudction and concern for people

42
Q

country club style of management

A

high concern for people and low concern for production

43
Q

tsask management

A

high concern for production but little interest in people

44
Q

middle-of-the-road

A

5/5 moderate on both dimensions

45
Q

task management

A

9, 9

46
Q

grid training

A
  1. identifying anager’s position on grid
  2. determine training to develop concern for production and concern for people to to reach ideal 9, 9
47
Q

leader member exchange model

A

leaders favour members belonging in-group - show more attention

subordinates in out-group - leaders disfavour and receive fewer valued resources

48
Q

servant leadership

A

leaders exist to serve needs of team members

focuses on needs of team members and considers how to help solve their problems and to promote personal development

49
Q

low LPC leaders

A

perceive the most difficult person to work with in negative terms –> concerned with task performance

50
Q

high LPC leaders

A

perceive their least preferred cooworker in positive light

  • concerned with establishing positive relations with subordinates
51
Q

when is low LPC leaders effective?

A

under very low situational control or high situational control

52
Q

when are high LPC leaders highly effective?

A

under moderate situational control

53
Q

impression management

A

controlling impressions others have of you

54
Q

who is more likely to use IM?

A

high self-monitors

  • reading situations and molding appearance and behaviour to fit the situation
55
Q

why less likely for low self monitors to use IM?

A

they are consistent with personalities, regarldess of beneficial or detrimental effects for them

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