Leadership Flashcards
The process of GUIDING and DIRECTING the behavior of people in the organization in order to achieve a certain objective
Leadership
The idea that people who BECOME LEADERS possess traits or characteristics different from people who do not become leaders
Leader Emergence (Traits, Needs, Orientation)
A personality trait characterized by the tendency to ADAPT ONES BEHAVIOR to fit a particular social situation
Self-Monitoring
When the leader is NOT DISTRACTED by stressful situations and when the leader uses a more DIRECTIVE leadership style
Cognitive Ability
The extent to which a person wants to be in CONTROL of other people
Need for POWER
The extent to which a person DESIRES to be SUCCESSFUL
Need for ACHIEVEMENT
The extent to which a person DESIRES to be AROUND PEOPLE
Need for AFFILIATION
Psych tests that can measure NEED FOR POWER
- TAT
2. Job Choice Exercise (JCE) - developed by Stahl and Harrell
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
Person-Oriented Leaders
Leaders that DEFINE and STRUCTURE their own roles and those of their subordinates to attain the group’s formal goals
Task-Oriented Leaders
Tools to measure Task or Person oriented leaders
- LOQ - Leadership Opinion Questionnaire (filled out by supervisors or leaders that want to know their leadership styles)
- LBDQ - Leader Behavior Description Questionnaire (completed by subordinates)
6 Unsuccessful Leader traits
- Lack of Training
- Cognitive Deficiencies
- Personality
- Paranoid or Passive Aggressive
- High likability Floater
- The Narcissist
Also known as SITUATIONAL THEORY developed by Fred Fieldler
Situational Favorability Theory
Refers to the extent to which tasks have CLEAR GOALS and problems can be solved
Task Structuredness
The greater the POSITION or legitimate power of the LEADER, the more favorable the situation
Leader Position Power
Also known as the IMPACT THEORY and was developed by Geler Downey and Johnson (1980)
Organizational Climate Theory (6 behavioral styles)
6 behavioral styles according to Organizational Climate Theory
- INFORMATIONAL style - info giver
- MAGNETIC style- charismatic personality
- POSITION style - virtue
- AFFILIATION style - caring for others
- COERCIVE style - rewards and punishment
- TACTICAL style - strategy
Behavior will be ACCEPTED by subordinates only to the extent to which the behavior helps the subordinate ACHIEVE their goals
Subordinate Ability
A theory of leadership stating that leaders will be effective if their behavior helps subordinates achieve relevant goals
Path Goal Theory (4 behavioral styles)
4 behavioral styles of the Path Goal Theory
- INSTRUMENTAL style - plans activities
- SUPPORTIVE style - show concern
- PARTICIPATIVE style - employee participation
- ACHIEVEMENT ORIENTED style - challenging goals
Leadership theory developed by Hersey and Blanchard (1988)
Situational Leadership Theory (Follower Readiness)
4 behavior styles of Situational Leadership Theory
- Delegating
- Directing
- Supporting
- Coaching
Leadership theory developed by Dansereu, Graen and Haga (1975)
Leader-Member Exchange theory (LMX)
A theory of leadership that concentrates on helping a leader choose how to make a decision (Vroom & Yetton, 1973)
Vroom-Yetton Model (Leadership through Decision Making theory)
Leaders are more effective when they are out of their offices, WALKING AROUND, meeting with and talking to employees
Leadership Through Contact (management by walking around - MBWA)
Important to a leader because as it increases, so does the leader’s potential to INFLUENCE others.
Leadership Through Power (management by power)
Three basic types of Power according to Raven, 1992
- EXPERT power - knowledge
- LEGITIMATE power - elected
- REWARD or COERCIVE power - rewards and punishment
- REFERENT power - identification with a leader
Leadership style if a leader focuses on TASK ORIENTED behaviors
Transactional Leaders
Leadership type that focuses on CHANGING and TRANSFORMING goals, values, ethics, standards and the performance of others
Transformational Leadership
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)
The Normative Decision Model
5 decision making styles according to the Normative Decision Model
- Autocratic I - leader solves problems
- Autocratic II - ideas from subordinates
- Consultative I - explain > ideas > decision
- Consultative II - sharing > ideas > decision
- Group II - sharing > discussion > ideas
Model developed by Muczyk and Bernand C. Reinmann
The Muczyk-Reiman Model (Participation and Direction)
