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Organizational Behaviour 1BA3 > Leadership - 9 > Flashcards

Leadership - 9 Flashcards

1
Q

Leadership

A

The influence (impact) that particular individuals exert on the goal achievement of others in an organizational context

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2
Q

2 Major Tasks of Leaders

What is leadership?

A
  1. Managing those around them to get the day to day tasks done (Low GNS)
  2. True leaders inspire others to do the extraordinary (High GNS)

Ultimate leaders do both

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3
Q

Kouzes & Posner Quote

A

“The art of mobilizing others to want to struggle for shared aspirations”

Notion of being “art”

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4
Q

Warren Buffet Quote

A

“There are 3 things required for success; integrity, intelligence and energy. If you are missing the first, the other two will kill you”

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5
Q

Main Type of Leaders

A

Formal
Informal

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6
Q

Formal Leader

A

You have a legitimate place in the chain of command

You were assigned the role
You’re expected to influence

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7
Q

Informal Leader

A

They don’t have formal authority but are well liked and respected

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8
Q

Idea of Managing vs Leading

A

Role of the leader and manager are not the same

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9
Q

According to Drucker Difference between managing and leading

A

Managing is doing the things right
Leading is doing the right things (triple bottom line things)

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10
Q

Is it possible to be a manager yet not have influence?

A

Yes
Managers can do things like delegate but not truly motivate ppl

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11
Q

Transactional Leadership Style

A

Motivating by exchanging rewards for services

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12
Q

Transformational Leadership Style

A

Creates a vision and inspires employees to strive beyond required

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13
Q

Behaviours of Transformational

Transformational Leadership Style

A

Arouse intense feelings
Intellectual stimulation
Inspirational motivation
Rely on personal sources of power
Individualized consideration
Charisma

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14
Q

Charisma

A

Ability to command strong loyalty and devotion from followers and thus have the potential for strong influence among them

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15
Q

The 4 Boxes

A
  1. Transformational Leaders
  2. Fiedler’s Contingency Model
  3. Initiating Consideration & Structure
  4. House’s Pat-Goal Model & Vroom Jago’s Model
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16
Q

What boxes are universal leaders

A

Box 1 & 2

They are leaders because of something enduring about their traits

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17
Q

What boxes are situation contingent leaders

A

Box 3 & 4

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18
Q

Trait

Universal Leader Influence

A

You were born this way; physical attributes, personality characteristics

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19
Q

What are the Universal Trait Approaches

A

Belief that certain individuals are destined to be leaders regardless of the situation
Traits associated with leadership effectiveness
Limitations of the trait approach
Leadership Categorization Theory

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20
Q

What is “Belief that certain individuals are destined to be leaders regardless of the situation” about

A

There are people who were born to be leaders

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21
Q

Traits associated with leadership effectiveness is….

A

Highly associated with charisma

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22
Q

Limitations of the trait approach

A

“Great Person approach”

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23
Q

Leadership Categorization Theory

A

“Something special” that people don’t have.

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24
Q

What are the top 2 characteristics of a leader

A

Degree of conscientiousness
Extraversion

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25
Q

What is “Universal BEHAVIOR Approaches”

A

These approaches tell us which leader behaviors result in higher follower satisfaction and higher performance

26
Q

What are the 2 Universal Behaviour Approaches

A

Initiating Structure (Task Leader)
Initiating Consideration

True leaders need to have both

27
Q

Initiating Structure (Task Leader)

A

The degree to which a leader concentrates on goal attainment.
Concerned with accomplishing a task by organizing, planning and dividing labour

Sounds like school 1 but we need this
Make sure work schedules are in place

28
Q

Initiating Consideration (Social-emotional leader)

A

The extent to which a leader is approachable and shows personal concern for employees
Concerned about reducing tension, resolving disagreements and maintaining morale

29
Q

Leader-reward behaviour

A

Good at throwing tangible benefits to get you to behave a certain way

30
Q

Fiedler’s Contingency Model

A

The association between leadership orientation and group effectiveness is contingent on how favorable the situation is for exerting influence

31
Q

What’s the name of Fred Fiedler’s Scale?

A

Least Prefered Co-Worker Scale
LPC

32
Q

What is LPC

A

A scale that shows a leader’s effectiveness in a situation.
It asks a current or past co-worker with whom a leader has had a difficult time accomplishing a task

33
Q

High LPC Traits
Low LPC Traits

A

Low : Not very humanistic, more task oriented
High : More relationship oriented

34
Q

What does “measure the mess” mean?

A

Measure the situation

35
Q

3 main ideas of Situational Favourableness

Fiedler’s Contingency Model

A

Leader-member relations
Task structure
Position power

36
Q

Leader-member relations

Situational Favourableness

A

Extent to which trust & respect the leader will easily foolow his instructions

37
Q

Task Structure

Situational Favourableness

A

Degree to which a task is clearl specified as opposed to unstructured & ambiguous

38
Q

Position power

Situational Favourableness

A

Extent to which leader has official power or official ability to influence others in a desired direction because of where they are in the hierarchy

39
Q

What is the Contingency Behaviour Approach

A

House’s Path-Goal Model

40
Q

What is the House’s Path-Goal Model

A

This model is concerned with the situations under which various leader behaviours are most effective

41
Q

What are the 4 Leadership Behaviour

House’s Path-Goal Model

A

Directive Behaviour
Supportive Behaviour
Participative Behaviour
Achievement-oriented Behaviour

42
Q

Directive Behaviour

A

School 1
U let subordinates know what you expect them to do
U give specific and detailed guidance on what to do and how u are scheduling work, setting standards for performance
High power distance
Initiating structure typed behaviour

43
Q

Supportive behaviour

A

U show regular concern on the wellbeing of ur people
U treat ppl w approable style
High levels of approachability and problem solving
Helpful w resources
Ur there for them “ive got ur back”

44
Q

Participative Behaviour

A

School 3
Human Resources
Consultive/joint problem solving
Involving people
Fostering autonomy
Handing decision making to ppl who know best

45
Q

```

~~~

Achievement-oriented behaviour

A

Setting challenging goals
Goal setting theory principles
Thermostat Analogy
Getting u to reach for the stars
Incredible confidence in ppl
“I’m going to get u to where u wanna be”

46
Q

What are the 2 Situational Factors

How do you measure the situation?

A

Employee Characteristics
Environmental Factors

47
Q

3 Employee Characteristics

Situational Factors House Path-Goal Model

A

Level of authoritarianism
Locus of control
Level of ability

48
Q

What is meant by level of authoritarianism

Situational Factors House Path-Goal Model

A

Similar to self determination theory, just about the job

49
Q

Locus of Control

Situational Factors House Path-Goal Model

A

General state, they are internal drivers towards job/life

50
Q

Level of ability

Situational Factors House Path-Goal Model

A

Are you walking into an environment w ppl who’ve been there for a long time or brand new ppl, u need to measure demographics

51
Q

What are the 2 environmental Factors

Situational Factors House Path-Goal Model

A

Nature of Task
Formal authority

52
Q

What is meant by Nature of Task

Situational Factors House Path-Goal Model

A

Is nature of task highly unstructured/ambiguous or walking into something that is clear/structured

53
Q

What is meant by formal authority

Situational Factors House Path-Goal Model

A

Are you walking into an env that is lean/loosely structured hierarchy or not loose structured

54
Q

What are the 3 outcomes when proper matching has occured?

A

Job satisfaction is high
Increased acceptance of the leader
People put in more effort

55
Q

What is Participative Leadership

A

Involving employees in making work-related decisions

School 3 Behaviour

56
Q

Advantages of Participative Leadership

Contingency Behaviour Approaches

A

Motivation
Quality
Acceptance

Motivation: Low GNS would not want to participate
Quality : Properly matched, increases quality of work
Acceptance : More likely to become devoted, more likely to be accountable

57
Q

Problems with Participative Leadership

A

Time and energy
Loss of power
Lack of receptivity or knowledge

Time & energy : Takes more effort for a participative style
Loss of power : Participative leader has to accept this loss of power, due to allocation
Lack of ceptivity or knowledge : Be careful who u are participative w, as they may not accept it

58
Q

Vroom and Jago’s Situational Model of Participative Leadership

A

Specifies when leaders sould use participation and to what extent should use it

59
Q

What is the Vroom Range

A

A1, A2, C1, C2, G2

60
Q

What is A, C and G in Vroom’s Range

A

Autocratic
Consultive
Group

61
Q

Positive Leadership

A

Leadership that focuses on leader behaviours and interpersonal dynamics that increase followers’ confidence and result in positive outcomes beyond task compliance

62
Q

Leadership Effectiveness Equation

A

Leader Effectiveness = L1 + L2+GM + S

(Leader Traits+Leader Behaviours+Group Member Characteristics+Situation)

Organizational Behaviour 1BA3 (7 decks)

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