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BLEPP 2017 Industrial Psychology > Leadership > Flashcards

Leadership Flashcards

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1
Q

The process of GUIDING and DIRECTING the behavior of people in the organization in order to achieve a certain objective

A

Leadership

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2
Q

The idea that people who BECOME LEADERS possess traits or characteristics different from people who do not become leaders

A

Leader Emergence (Traits, Needs, Orientation)

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3
Q

A personality trait characterized by the tendency to ADAPT ONES BEHAVIOR to fit a particular social situation

A

Self-Monitoring

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4
Q

When the leader is NOT DISTRACTED by stressful situations and when the leader uses a more DIRECTIVE leadership style

A

Cognitive Ability

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5
Q

The extent to which a person wants to be in CONTROL of other people

A

Need for POWER

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6
Q

The extent to which a person DESIRES to be SUCCESSFUL

A

Need for ACHIEVEMENT

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7
Q

The extent to which a person DESIRES to be AROUND PEOPLE

A

Need for AFFILIATION

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8
Q

Psych tests that can measure NEED FOR POWER

A
  1. TAT

2. Job Choice Exercise (JCE) - developed by Stahl and Harrell

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9
Q

Leaders that act in a WARM and SUPPORTIVE manner, show CONCERN to their subordinate, believe that employees are intrinsically motivated, seek responsibility, self-controlled, do not necessarily dislike work

A

Person-Oriented Leaders

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10
Q

Leaders that DEFINE and STRUCTURE their own roles and those of their subordinates to attain the group’s formal goals

A

Task-Oriented Leaders

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11
Q

Tools to measure Task or Person oriented leaders

A
  1. LOQ - Leadership Opinion Questionnaire (filled out by supervisors or leaders that want to know their leadership styles)
  2. LBDQ - Leader Behavior Description Questionnaire (completed by subordinates)
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12
Q

6 Unsuccessful Leader traits

A
  1. Lack of Training
  2. Cognitive Deficiencies
  3. Personality
  4. Paranoid or Passive Aggressive
  5. High likability Floater
  6. The Narcissist
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13
Q

Also known as SITUATIONAL THEORY developed by Fred Fieldler

A

Situational Favorability Theory

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14
Q

Refers to the extent to which tasks have CLEAR GOALS and problems can be solved

A

Task Structuredness

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15
Q

The greater the POSITION or legitimate power of the LEADER, the more favorable the situation

A

Leader Position Power

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16
Q

Also known as the IMPACT THEORY and was developed by Geler Downey and Johnson (1980)

A

Organizational Climate Theory (6 behavioral styles)

17
Q

6 behavioral styles according to Organizational Climate Theory

A
  1. INFORMATIONAL style - info giver
  2. MAGNETIC style- charismatic personality
  3. POSITION style - virtue
  4. AFFILIATION style - caring for others
  5. COERCIVE style - rewards and punishment
  6. TACTICAL style - strategy
18
Q

Behavior will be ACCEPTED by subordinates only to the extent to which the behavior helps the subordinate ACHIEVE their goals

A

Subordinate Ability

19
Q

A theory of leadership stating that leaders will be effective if their behavior helps subordinates achieve relevant goals

A

Path Goal Theory (4 behavioral styles)

20
Q

4 behavioral styles of the Path Goal Theory

A
  1. INSTRUMENTAL style - plans activities
  2. SUPPORTIVE style - show concern
  3. PARTICIPATIVE style - employee participation
  4. ACHIEVEMENT ORIENTED style - challenging goals
21
Q

Leadership theory developed by Hersey and Blanchard (1988)

A

Situational Leadership Theory (Follower Readiness)

22
Q

4 behavior styles of Situational Leadership Theory

A
  1. Delegating
  2. Directing
  3. Supporting
  4. Coaching
23
Q

Leadership theory developed by Dansereu, Graen and Haga (1975)

A

Leader-Member Exchange theory (LMX)

24
Q

A theory of leadership that concentrates on helping a leader choose how to make a decision (Vroom & Yetton, 1973)

A

Vroom-Yetton Model (Leadership through Decision Making theory)

25
Q

Leaders are more effective when they are out of their offices, WALKING AROUND, meeting with and talking to employees

A

Leadership Through Contact (management by walking around - MBWA)

26
Q

Important to a leader because as it increases, so does the leader’s potential to INFLUENCE others.

A

Leadership Through Power (management by power)

27
Q

Three basic types of Power according to Raven, 1992

A
  1. EXPERT power - knowledge
  2. LEGITIMATE power - elected
  3. REWARD or COERCIVE power - rewards and punishment
  4. REFERENT power - identification with a leader
28
Q

Leadership style if a leader focuses on TASK ORIENTED behaviors

A

Transactional Leaders

29
Q

Leadership type that focuses on CHANGING and TRANSFORMING goals, values, ethics, standards and the performance of others

A

Transformational Leadership

30
Q

Model that views leadership as a DECISION MAKING PROCESS in which the leader examines certain factors within the situation to determine which making style will be most effective (Vroom and Jago)

A

The Normative Decision Model

31
Q

5 decision making styles according to the Normative Decision Model

A
  1. Autocratic I - leader solves problems
  2. Autocratic II - ideas from subordinates
  3. Consultative I - explain > ideas > decision
  4. Consultative II - sharing > ideas > decision
  5. Group II - sharing > discussion > ideas
32
Q

Model developed by Muczyk and Bernand C. Reinmann

A

The Muczyk-Reiman Model (Participation and Direction)

BLEPP 2017 Industrial Psychology (8 decks)

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