Leadership and navigation Flashcards
Equity Theory
Motivation theory that is based on an employee’s sense of fairness. The individual compares their perceived value with that of others in similar roles and make a calculation based on their inputs and outputs
Attribution theory
Motivation theory states that the way a person interprets the causes of past success or failure is related to the present level of motivation
Coaching leadership approach
Leadership approach in which the leader focuses on developing team members skills believing that success comes from aligning the company goals with employee’s personal and professional goals
Behavioral theories
Category of leadership theories that states that leaders influence group members through certain behaviors
Blake Mouton Theory
A leadership theory that states that leadership involves tasks and employees
Country club managers
Impoverished managers
Authoritative
Middle of the road
Team leaders
Country club managers
Low task , high relationship. create a secure and trust worthy atomsphere
Impoivished manager
low task, low relationship detach themselves and create power struggles
Authoritatian manager
High task, low relationship expect people to just do what they are told
Middle of th road manager
gets the work done but are not great leaders
Team leaders
high task, high relationship leads by positive example and fosters a team environment
Situational theories
Leadership theory that proposes that leaders can flex their behavior to meet the needs of unquie situations, employing both task or directive behavior and relationship or supportive behavior with employees
Hersey-blanchard situational leadership
Leader adapt their behaviors to meet the evolving needs of team members
Fiedler’s Contingency Theory
Leaders change the situation to make it more favorable, and more likely to produce good outcomes.
Path-Goal Theory
Situational leadership theory emphasizes the leader’s role in coaching and developing followers’ competencies. The leaders perform the behavior needed to help employees stay on track toward their goals.
Emergent theory
Leadership theory that states that leaders are not appointed but emerge from the group, which chooses the leader based on interactions.
Transactional Leadership
A leadership theory that emphasizes a leader’s preference for order and structure. It focuses on control and short term planning. Employees are expected to follow orders.
Employees are motivated by rewards and consequences. Employees are closely monitored to make sure work is done right. Creativity is not nurtured. Found in large multinational companies.
Authoritative leadership approach
Leadership approach in which the leader proposes a bold vision or solution and invites the team to join this challenge.
Transformational Leadership
A leadership theory that emphasizes a leader’s ability to inspire employees to embrace change. Leaders are able to motivate and encourage their employees to grow the company. they do not micromanage. Employees have autonomy. Leader leads by example. Encourages communication and collaboration.
Leader-member exchange theory
Leadership theory that focuses on a 2-way relationship between the leaders and the employees. Mentorship that contributes to growth and productivity , but may leave some people out and make their development lag
Servent Leadership
Leadership theory that the goal is to serve the needs of their employees. Leader tends to be empathetic and trusted by employee. This can lead to greater innovation, collaboration, performance, and participation
Democratic Leadership approach
Leadership approach in which the leader invites followers to collaborate and commits to acting by consensus
Legitimate power
Power that is created formally through a title or position in the hierarchy that is associated with the rights of leadership
Pacesetting leadership approach
Leadership approach in which the leader sets a model for high-performance standards and challenges followers to meet these expectations
Trait theory
Leadership theory that states that leaders possess certain innate characteristics that followers do not possess and probably cannot acquire, such as physical characteristics and personality traits
Coercive leadership approach
Leadership approach in which the leader imposes a vision or solution on the team and demands that the team follow this directive
Needs theory
Motivation theory states that individuals are motivated by a desire to satisfy certain needs and that understanding these needs allows leaders to offer the right incentive and create the most motivational environment, including self determination, and theories of maslow, herzberg, and mcclelland
Common factors are achievement, a desire for social connections, and some degree of control
Coercive power
Power that is created when the leader can punish those who do not follow
effective: likely to get immediate results
Negative: damages team’s motivation, and self direction over time
Reward power
power created whrn the leader can offer followers something they value in exchange for their commitment (ex: promotion, compensation)
effective: can appeal to team members individual motivators
negative: only useful when leader has access to the rewards
Expert Power
Power created when the leader is recognized as possessing great intelligence, insight, or experience
effective: Can offer advice and can win the respect of the team
Negative: creates dependency and weakens the team’s initiative or discourages them.
Referent Power
power created by the force of the leader’s personality the ability to attract admiration, affection, and loyalty
Affiliative leadership approach
Leadership approach in which the leaders created strong relationships with and inside the team. Team members are motivated by loyalty
Expectancy theory
Motivation theory that states that efforts increases in relation to one’s confidence that the behavior will result in a positive outcome and rewards
Goal setting theory
Motivation theory that states that motivation can be increased by providing employees with goals against which they can assess their achievement
Motivation
Factors that initiate direct, and sustain human behavior over time
Theory X/ Theory Y
Motivation theories dealing with the amount of control in the workplace; motivation is seen as either absolutely irrelevant (theory X) or absolutely critical (Theory Y)
Theory x leaders micromanages they think people don’t like to work and must be strictly controlled and forced to work
Theory Y believes people don’t like strict controls and inherently want to accomplish something. they empower employees
Maslow Motivation theory
5 basic needs need to be met in order
physiological
safety and security
belonging and love
esteem (admiration from others)
self-actualization
Herzbery motivation theory
behavior is driven by intrinsic factors (innate desires) and extrinsic factors (workplace hygiene). good working environment motivates employees to do better
McClelland
Indiviauls are moivated by 3 basic desires
Achievement (Accomplishment)
Affiliations (Feeling part of the group)
Power (Influence or control over other)
Self determination
individuals are motivated by innate need such as competence and relatedness, but also for autonomy and purpose
Vroom motivation theory
Level of effort depends on
Expectancy
instrumenatilty ( sucess will result in a reward)
Valence (the reward is meaningful)
Heider, Weiner Motivation theory
Success or failure can attriubted to internal factors or external facrots
