Leadership and Navigation Flashcards
Leader imposes a vision or solution on the team and demands the team follow this directive
Coercive leadership
Leader proposes a bold vision or solution and invites the team to join the challenge
Authoritative leadership
Leader creates strong relationships with and inside team, encouraging feedback. Team is motivated by loyalty.
Affiliative leadership
Leader invites followers to collaborate and commits to activity by consensus
Democratic leadership
Leader sets a model for high performance standards and challenges team to meet expectations
Pacesetting
Leader focuses on developing team members’ skills, believing that success comes from aligning the org’s goals with employee’s personal and professional goals
Coaching
Effective HR Leaders…
- Develop and coach others
- Build positive relationships
- Model their values and fulfill their promises and commitments
- Have functional expertise
Ineffective HR leaders…
- Focus internally rather than externally to stakeholders
- Lack strategic perspective, focusing on short term objectives and daily tasks
- Do not anticipate or react well to change
- Resist “stretch” goals
Trait Leadership Theory
leaders possess certain innate characteristics that followers do not
Behavioral Leadership Theory
leaders influence group members through certain behaviors
Situational Leadership Theory
leaders can flex their behaviors to meet the needs of unique situations
Transactional leadership
preference for order and structure, focuses on control and short term planning
Transformational leadership
ability to inspire employees to embrace change, encourage and motivate to innovate and seek out changes
Theory that leadership involves managing tasks and employee relationships
Blake-Mouton Theory
Hershey-Blanchard Situational Leadership
leadership style evolves as members grow:
- telling
- selling
- participating
- delegating
Leaders change situation to make more favorable
Fiedler’s Contingency Theory
Path-Goal Theory
Leader performs the behavior needed to help employees stay on track toward goals
Parts of the formal organization
- traditional reporting lines
- decision making process
- funding process
- org’s strategy, mission, and values
- events that shape decision-maker’s assessments
Informal organization
Culture and social dynamics
How to understand the informal organization
- observation, identify people who are treated as leaders
- seeing what types of behavior are rewarded and what ideas are accepted
Benefit of finding allies
building support with other stakeholders who can improve proposals and strengthen value prop to management
Type of power that can save time in decision making and focus the team on org’s goals
Legitimate power
Type of power that appeals to individual motivators
Reward power
Type of power that wins respect and improves the team by offering advice and guidance
Expert power
Type of power that appeals to social needs and desire of affiliation
Referent power
Type of power likely to get immediate results, but damages member’s motivation and self-direction over time
Coercive power
Motivation Theory X/Theory Y
Motivation is seen as absolutely irrelevant (X) or absolutely critical (Y)
Maslow’s 5 Categories of Needs
- physiological
- safety
- belonging
- esteem
- actualization
Theory that behavior is driven by intrinsic factors: challenging work, meaningful impact, recognition, and extrinsic factors: job security, pay, conditions
Herzberg Needs Theory
3 basic desires of McClelland Needs
- achievement
- affiliation
- power
Needs for innate needs, relatedness, autonomy, and purpose
Self-determination
Level of effort depends on expectancy (success), instrumentality (reward), and valence (reward is meaningful)
Vroom expectancy
Track record of success can create empowered employees, while track record of failure can create learned helplessness
Heider, Weiner Attribution
Motivation can be increased by providing employees with goals against which they can assess their achievement
Goal Setting
Equity Theory
Motivation based on sense of fairness between inputs and outputs
Leadership qualities: a leader should be…
- both self-motivated and self-disciplined
- comfortable with risk taking
- committed to continuous learning
- embody a growth mindset
Individuals judge people based upon how they view the reason for their behavior
Attribution theory
Reverse Mentorship
Allows both parties to benefit from the knowledge and experience of the other. Useful in global contexts and diverse workforces.
Blake Mouton’s leadership type - low task, high relationship, avoids punitive actions so not to jeopardize relationships
Country Club Managers
Blake Mouton’s manager type - low task, low relationship, use a delegate and disappear approach
Impoverished Managers
Blake Mouton’s high task, low relationship managers, expect people to do what they are told without question, don’t foster collaboration
Authoritarian Managers
Blake Mouton’s midpoint managers, get the work done but are not considered leaders
Middle of the Road Managers
Blake Mouton’s high task, high relationship managers, lead by positive example, foster a team environment, and encourage individual and team development
Team Leaders
Leadership theory that focuses on a two-way relationship between leaders and chosen employees. The leader mentors selected team members and gives them access to more information and resources
Leader-Member Exchange Theory
Leader’s goal is to serve the needs of their employees. Leaders work to help their employees develop and perform to the highest possible level, and this will generate benefits within and without the org.
Servant Leadership
