Leadership and Navigation Flashcards
Coercive Approach to leadership
leader imposes a vision or solution on the team and demands that the team follows this directive- effective during a crisis when immediate and clear action is required.
Authoritative Approach to leadership
leader proposes a bold vision or solution and invites the team to join this challenge- effective at times when there is no clear path forward and the proposal is compelling.
Affiliative approach to leadership
the leader creates strong relationships with and inside the team, encouraging feedback. The team is motivated by loyalty- effective at all times but not when used alone.
Democratic Approach to leadership
leader invites followers to collaborate and commits to acting by consensus- effective when a leader does not have a clear vision or anticipates strong resistance but not when time is short.
Pacesetting approach to leadership
the leader sets a model for high-performance standards and challenges followers to meet these expectations- effective with teams of highly skilled and motivated employees not when expectations exhaust employees.
Coaching approach to leadership
the leader focuses on developing team members’ skills, believing that success comes from aligning the organization’s goals with employee’s personal and professional goals- effective when leaders are highly skilled in strategic management, communication and motivation not when employees resist changing performance.
Trait Theory
leaders posses certain innate characteristics that followers do not possess- implies that leadership can not be learned.
Behavioral theories
leadership theory that believes that leaders influence group members through certain behvaiors
Blake-Moulton Theory
a leadership theory that believes leadership involves managing tasks and employees. Has 5 types of managers with only 1 true leader (team leader)
country club managers
Blake-Moulton manager- (low task, high relationship) create a secure atmosphere and trust individuals to accomplish goals, avoiding punitive actions so as not to jeopardize relationships.
Impoverished managers
Blake-Moulton Theory manager (low task, low relationship) use a “delegate and disappear” style. Detached
Authoritarian Managers
Blake-Moulton Theory manager (high task, low relationship) expect people to do what they are told without question
Middle of the road managers
Blake-Moulton Theory manager (midpoint on both task and employee) get the work done but are not considered leaders
Team leaders
Blake-Moulton Theory manager only true leader (high task, high relationship) lead by positive example, foster a team environment, and encourage individual and team development
Situational Theories
leadership theory that leaders can flex their behaviors to meet needs of unique situations, employing both task or directive behaviors and relationship or supportive behaviors with employees.
Hersey-Blanchard Situational Leadership
Leadership theory that states that leaders adapt their behaviors to meet the evolving needs of team members. Tasks and Relationships. As teams grow in skill and experience leaders supply teh appropriate behavior:
1- telling- when employee is not yet motivated or competent
2- selling- when the increasingly competent employee still needs focus and motivation (why are we doing this)
3- Participating- when competent workers can be included in problem solving and coached on higher skills
4- Delegating- when very competent team members can benefit from greater levels of autonomy and self-direction.
Fiedler’s Contingency Theory
Leadership theory that leaders change the situation to make it more favorable and more likely to achieve good outcomes. changing relationships and tasks
Path-Goal Theory
leadership theory that emphasizes the leader’s role in coaching and developing followers’ competencies. Leader performs the behavior needed to help employees stay on track towards their goals. Involves addressing different types of employee needs:
1-directive- help the employee understand the task and its goal.
2-supportive- try to fulfill employee’s relationship needs
3-Achievement- motivate by setting challenging goals
4- Participative- provide more control over work and leverage group expertise through the participative decision making
Emergent Theory
a leadership theory that states that leaders are not appointed but emerge from the group, which chooses the leader based on interactions.
Legitimate Power
power created by title or position in the hierarchy that is associated with the rights of leadership.
Effective- saves time in decision making and focuses team on organization’s goals
Limitations- may be insuffieicient if leaders is not competent and effective
Reward Power
power created when the leader can offer followers something they value in exchange for their committment
Effective- can appeal to team members’ individual motivators
Limitations- useful only when leader has access to and can extend meaningful rewards
Expert Power
power created when a leader is recognized as possessing great intelligence, insight or experience
Effetive- can improve a team’s efforts by offering advice and guidance, can win respect for the team and its work
Limitations- can create dependency and weaken taem members’ ntiaitve or discrouge independent contributions.
Referent Power
power created by the force of the leader’s personality, the ability to attract administration, affection and/or loyalty
Effective- appeals to social needs of individuals, desire for affiliation
Limitations- will weaken if leder is not competent, effective and fair
Coercive Power
power created when the leader has the power to punish those who do not follow.
Effective- likely to get immediate results
Limitations- damages team members’ motivation and self-direction over time
Theory X
A motivational theory where motivation is seen as irrelevent. Leaders micromanage and coerce team members because they believe people do not like to work and must be strictly controlled and forced to work.
Theory Y
A motivational theory where motivation is seen as absolutely critical int he workplace. Leaders believe that employees dislike rigid controls and inherently want to accomplish something. Leaders apply a more participative style that empowers employees.
Needs Theory
A motivational theory that individuals are motivated by a desire to satisfy certain needs. Common factors are achievement, social connection, some degree of control.
Maslow Theory
A motivational theory that believes 5 basic categories of needs must be met in ascending order: physiological (basic needs related to survival), safety and security, belonging and love (acceptance), esteem (both self-esteem and the respect of others), self actualization (need to fulfill one’s potential). Lower level needs must be relatively satisfied in order for a high-level need to emerge or serve to motivate.
Herzberg Theory
Motivational Theory that behavior is driven by intrinsic factors (innate desires, internal such as challenging work, meaningful impact, recognition) and extrinsic factors (workplace hygiene, external such as job security, pay, and work conditions). Money Vs. Job Title. Satisfying hygiene factors can remove some areas of discontent that interfere with motivation but are not enough to motivate themselves.
McClelland Theory
Motivational theory that states individuals are motivated by 3 basic desires: achievement/accomplishment, affiliation (feeling like part of a group), and power (influence or control over others). Employees have all three needs but their relative importance varies. Effective leaders identify and appeal to each employee’s primary motivators.
