Leadership Flashcards
Leader vs. Manager
The difference between a leader and a manager is having a vision.
Power
Power is the ability to influence others.
Two Types of Leaders
Formal Leaders and Informal Leaders
Formal Leaders
These are leaders that hold a position of authority. They have both Legitimate Power and Reward/Coercive Power in their respective organization.
Leadership
The act of influencing others to work towards a goal
Legitimate Power
Legitimate power is the ability to influence others that comes along with a specific position in an organization. For example if your boss asks you to do something urgently, you need to comply as your boss is your senior in the organization and you report to him. So your boss has higher legitimate power.
Reward/Coercive Power
Reward power is the ability to influence that accrues to someone as a result of control over other peoples’ rewards. So your boss may have control over your performance evaluation.
Coercive power is the ability to influence others as a result of control over their negative outcomes e.g. Firing decisions or poor performance evaluation, or holding back the recommendation for promotion or raise
Informal Leaders
These are leaders without a formal position of power. Instead they demonstrate leadership by influencing others through personal forms of power. This includes Referent Power and Expert Power.
Referent Power
This is the power that results from being likable and relatable in the workplace.
Expert Power
The power that comes from being an expert in your field. Ex: If someone has a lot of knowledge regarding Java or C++, then you will listen and be influenced by them.
Power
Power is the ability to influence others.
Vision
Mental image of a possible and desirable future state
Approaches to Leadership
- Trait
- Behaviors
- Contingecies
Trait Approach
If you take the trait approach, you believe that people are born leaders or not born leaders based on there personal traits.
They believe a leaders are people born with:
Extroversion Conscientious Open to Experience Intelligent High Self Esteem Integrity (ECOSII - You can come back to this if you need to)
Class discussion: If this was true, Hitler and Gandhi would never have been leaders.
Behavioral Approach
This states that leaders can be either Task Oriented or People Oriented. The limitation is that this divide might not always be necessary and it might not even be always true.
Task Oriented Leadership
This style of leadership focuses on getting the job done. These leaders seek to provide structure, direction and aiding performance. (Think more about Scientific Management and Life at Ford)
People Oriented Leadership
This style of leadership focuses on knowing peoples personalities, difficulties, struggles, strengths, behaviors etc. They demonstrate concern, respect and care for the well-being of others. (Think of Ron Swanson in that clip of Parks and Rec)
Autocratic Leadership
These are leaders that can be characterized as tough, task oriented and often do not explain there decision making system. They are not too lenient and emphasize doing the job properly.
A great example is Miranda from The Devil Wears Prada!
Democratic Leadership
These are leaders that explain the rules, they incorporate feedback, are respectful, fair and approachable. They usually explain there decision making and try to incorporate feedback in a democratic way.
Lassiez - Faire Leadership
This is the type of leadership that is characterized by being very hands off. These kind of leaders allow their employees to make many of their own decisions and procedures regarding work and will only step forward when they need to.
Traditional Contingency Approaches to Leadership
This includes Fielders Contingency Theory as well as Path-Goal Theory.
Contemporary Contingency Approaches to Leadership
This includes Transactional Leaders and Transformational Leaders
Felder’s Contingency Theory
This is where you examine three elements of a situation.
You consider the: Leader-subordinate relation [good vs. poor]
Then the: Leader’s positional power [high vs. low]
Finally the: Task structure [structured vs. unstructured]
After examining these elements and going down a funnel, you decide what type of leader would be best for this situation. i.e Task Motivated or Relationship Motivated
Here you use: 3-4-1
(Task - Relationship - Task)
Path Goal Theory
This is where you assess
Will my Effort lead to Performance, Will my Performance lead to a Reward and is the Reward of Value to me.
If this answer is yes, then you are considered to be motivated to work hard.
Path Goal Theory Styles
There are 4 styles of leadership in the path-goal theory. They are Directive, Supportive, Participative and Achievement Oriented.
Directive > High Role Ambiguity, Low Employee Competence and Employees have an external Locus
Supportive > Boring/Repetitive Tasks or for Stressful Tasks
Participative > High Employee Competence, Employee Relevant Decisions, and Employees have an Internal Locus
Achievement Oriented > Used with High Employee Confidence and Achievement Focused Employees
Transactional Leader
I thought this was similar to Lazy Faire Leadership, This is when managers will leave their employees alone and may only intervene (both passively or actively) when there is an exception to their model. The employees are thought to be motivated by contingent rewards
Transformational Leader
These are leaders that stimulate their employees intellectually and they frequently try to motivate their people to learn more. Transformation Leaders are characterized by: Individualized Consideration, Intellectual Stimulation, Inspirational Motivation, and Personal Charisma.
A Good example is Martin Luther King. He wanted to bring up the people with him.
Leader Membership Exchange
This is a leadership style in which the employees try to build personal and genuine relationship with their employees that are based on emotional connections. The theory states that the quality of the relationship will influence subordinate decision making, responsibility and performance.
Outcomes dependent upon the quality of relationship between leader and followers
Authentic Leadership
(Check the text when it comes back) This is a leadership style that rewards authenticity. It states that employees should stay true to themselves and their authenticity will be rewarded in the work place.
Servant Leadership
It is not always about being a flashy leader but rather one that gives everything they have in order to benefit their employees. These are leaders that make sacrifices so that there employees can have a betters work environment and experience.
Ethical Leadership
These are leaders that instill a good morale compass, ethical considerations and trustworthiness among their employees.
Enron Summary
- Rank and Yank type system meaning the bottom 15% of the office was always cut at the years end.
- Corporate Governance, meaning a culture of bullying
- Organizational expansion: coming up with new and innovative ideas
- They had a lack of responsibility for their clients and the global community
Individualized Consideration
Showing support to employees
Intellectual Stimulation
Challenging the status quo
Inspirational Motivation
Crafting a vision that inspires
Charisma
Inspiring commitment & confidence through personal charm
