Leadership And Power In The Organization Flashcards
1
Q
Influencing, motivating, and enabling
others to contribute toward the
effectiveness and success of the
organizations of which they are
members.
Believed to determine
how
an
organization selects or develops its managers.
Implies providing a vision
of the future and inspiring others to
make that vision a reality.
A
Leadership
2
Q
A view that leadership is broadly
distributed, rather than assigned to
one person. People
within
the
team
and
organization lead each other
A
Shared Leadership
3
Q
A conception that leadership is best
understood in terms of traits or
dispositions held by an individual
A
Trait Approach
4
Q
Part of trait theory that postulates
that certain types of people will
become leaders and certain types
will not.
Has a genetic basis, in a sense that
we inherit certain traits and abilities
that might influence our decision to
seek leadership.
A
Leadership Emergence
5
Q
What are the types of motivation?
A
- Affective Identity Motivation
- Noncalculative Motivation
- Social-Normative Motivation
6
Q
The motivation to
lead as a result of a desire to
be in charge and lead others
A
Affective Identity Motivation
7
Q
Seeking leadership positions
because they will result in
personal gain
A
Noncalculative Motivation
8
Q
The desire to lead
out of a sense of duty or
responsibility
A
Social-Normative Motivation
9
Q
Part of trait theory that postulates
that certain types of people will be
better leaders than will other types of
people.
Concentrated on three areas: traits,
needs, and orientation.
A
Leadership Performance
10
Q
A
personality
trait
characterized by the tendency to adapt
one’s behavior to fit a particular social
situation
A
Self-monitoring
11
Q
The key to effective leadership is the
synthesis of wisdom, intelligence
(academic
and
practical),
and
creativity.
A
Cognitive Ability
12
Q
What are the different types of needs?
A
Need for power, need for achievement, need for affiliation
13
Q
The extent to
which a person desires to be in
control of other people.
A
Need for power
14
Q
The extent
to which a person desires to be
successful
A
Need for achievement
15
Q
The extent to
which a person desires to be around
other people
A
Need for affiliation
16
Q
The
name for a pattern of needs in which
a leader has a high need for power
and a low need for affiliation. Implies
that
an effective
leader should be concerned
more with results than with
being liked
A
Leadership motive pattern
17
Q
A projective test in which a person is
shown a series of pictures and
asked to tell a story about what is
happening
in
each.
A
Thematic Apperception Test (TAT) (Picture Interpretation Technique)
18
Q
A person reads descriptions of jobs
that involve varying degrees of
power, achievement, and affiliation
needs and rates how desirable he
finds each particular job
A
Job Choice Exercise (JCE)
19
Q
Act in a warm and supportive
manner and show concern for their
subordinates. Believe
that
employees
are
intrinsically motivated, seek responsibility,
are
self-controlled,
and do not necessarily dislike work.
Fosters
companionship
with
subordinates,
provides consideration, has satisfied employees.
A
Person-Oriented Leaders
20
Q
Define and structure their own roles
and those of their subordinates to
attain the group’s formal goals. Leaders see their employees as
lazy, extrinsically motivated, wanting
security, undisciplined, and shirking
responsibility.
Lead by giving directives, setting
goals, and making decisions without
consulting their subordinates.
Provides structure, has productive employees.
A
Task-Oriented Leaders
21
Q
Define
and
structure their roles as well as the roles of
their subordinates
A
Task-centered leaders
22
Q
Believe that employees
are extrinsically motivated and thus lead by
giving directives and setting goals.
A
Theory X Leaders
23
Q
Extent to which
leaders define and structure their roles and
the roles of their subordinates
A
Initiating structure
24
Q
What are the 3 leadership styles?
A
- Team leadership
- Impoverished leadership
- Middle-of-the-road leadership
25
The leader is
concerned with both productivity and
employee well-being. Has satisfied
and
productive
employees.
Team leadership
26
The
leader is concerned with neither
productivity nor the well-being of
employees.
Has
unhappy and unproductive
employees
Impoverished leadership
27
Reflects
a
balanced
orientation between people and tasks
Middle-of-the-road leadership
28
Method of measuring leadership orientation.
Leadership Opinion Questionnaire (LOQ), Leader Behavior Description Questionnaire (LBDQ)
29
Used to measure a leader’s self-perception of his or her leadership style
Leadership Opinion Questionnaire (LOQ)
30
Used to measure perceptions of a
leader’s
style
by
his
or her
subordinates
Leader Behavior Description Questionnaire (LBDQ)
31
What are the identified traits of unsuccessful leaders?
Lack of training, cognitive deficiencies, personality (paranoid or passive-aggressive, high-likability floater, narcissists)
32
Has
deeply
rooted,
but
perhaps
unconscious,
resentment and anger.
Appear to be supportive, but
would “stab" people in their
backs
Paranoid or passive-aggressive
33
Person goes along with the
group,
is
friendly
to everyone,
and
never
challenges anyone’s ideas. Employees have high morale
but
show
relatively
low
performance.
High-likability floater
34
Leaders who overcome their
insecurity by overconfidence. Like to be the center of
attention, promote their own accomplishments. Takes all the credit but avoids
all blame for failure.
Narcissists
35
A theory of leadership that states
that leadership effectiveness is dependent
on the interaction between the leader and
the situation.
Situational Favorability (Fiedler’s contingency model)
36
A
test used in conjunction with Fiedler’s contingency model to reveal leadership
style and effectiveness.
Least-Preferred Coworker (LPC) Scale
37
What type of leader has a low LPC?
Task-oriented leaders
38
What type of leader has a high LPC?
Relationship-oriented leaders
39
Situational Favorability is determined by?
Task structuredness, Leader
position
power, Leader–member
relations
40
The variable
in Fiedler’s contingency model that
refers to the extent to which tasks
have clear goals and problems can
be solved.
Task structuredness
41
The
variable in Fiedler’s contingency
model that refers to the extent to
which a leader, by the nature of his
or her position, has the power to
reward and punish subordinates.
Leader position
power
42
The
variable in Fiedler’s contingency
model that refers to the extent to
which subordinates like a leader.
Leader-member relations
43
A training program that
teaches leaders how to change situations to
match their leadership styles.
Leader Match
44
A training program that
teaches leaders how to change situations to
match their leadership styles.
Leader Match
45
A theory of leadership that states that there are six styles of leadership
and that each style
will be effective only in one of six
organizational climates.
IMPACT theory
46
A style of
leadership in which the leader leads
through knowledge and information;
most effective in a climate of
ignorance.
Informational style
47
An
organizational
climate
in
which
important
information is not available
Ignorance
48
A
style
of
leadership in which the leader has
influence because of his or her
charismatic
personality;
most
effective in a climate of despair.
Magnetic style
49
An organizational climate
characterized by low morale.
Despair
50
A leadership style in
which the leaders influence others
by virtue of their appointed or
elected authority; most effective in a
climate of instability.
Position style
51
An
organizational
climate in which people are not sure
what to do.
Instability
52
A leadership style
in which the individual leads by
caring about others and that is most
effective in a climate of anxiety.
Affiliation style
53
An organizational climate
in which worry predominates.
Anxiety
54
A leadership style in
which
the
individual
leads
by
controlling reward and punishment;
most effective in a climate of crisis
Coercive style
55
A critical time or climate for
an
organization
in
which
the
outcome to a decision has extreme consequences.
Crisis
56
A leadership style in
which a
person leads through
organization and strategy; most
effective
in
a
climate
of
disorganization.
Tactical style
57
A climate in which
the organization has the necessary
knowledge and resources but does
not know how to efficiently use the
knowledge or the resources.
Disorganization
58
Four Leadership Strategies
1. Find a climate consistent with your
leadership style.
2. Change your leadership style to
better fit the existing climate.
3. Change your followers’ perception of
the climate.
4. Change the actual climate.
59
A theory
of leadership stating that leaders will be
effective if their behavior helps subordinates achieve relevant goals.
Path-goal theory
60
Leadership styles in path-goal theory.
1. Instrumental style
2. Supportive style
3. Participative style
4. Achievement-oriented style
61
In the
path–goal
theory,
a
leadership style in which the
leader plans and organizes
the activities of employees.
Instrument style
62
In the
path–goal
theory,
a
leadership style in which
leaders show concern for
their employees
Supportive style
63
In the
path–goal
theory,
a
leadership style in which the
leader allows employees to
participate in decisions
Participative style
64
In the path–goal theory, a
leadership style in which the
leader sets challenging goals
and rewards achievement.
Achievement-oriented style
65
A theory of
leadership stating that effective leaders
must adapt their style of leadership to fit
both the situation and the followers.
Situational leadership theory
66
Unable and unwilling
or insecure
R1 (Directing)
67
Unable but willing or
confident
R2 (Coaching)
68
Able but unwilling
or insecure
R3 (Supporting)
69
Able and willing or
confident
R4 (Delegating)
70
A leadership theory that focuses on
the interaction between leaders and
subordinates.
Leader-member exchange (LMX) theory
71
A
leadership theory that concentrates on the
interaction between the leadermand his or
her subordinates.
Vertical dyad linkage,(VDL) theory
72
Subgroups of VDL
In-group and out-group
73
characterized by a
high-quality relationship with the
leader.
(Sa VDL)
In-group
74
characterized by a
low-quality relationship with the
leader.
(Sa VDL)
Out-group
75
A theory of
leadership that concentrates on helping a
leader choose how to make a decision
Vroom-Yetton Model
76
Suggests That leaders are most effective
when they actively engage with employees
by walking around and interacting with
them.
Management by Walking Around
77
Five basic types of power:
1. Expert power
2. Legitimate power
3. Reward power
4. Coercive power
5. Referent power
78
Power that individuals have
because they have knowledge.
Expert power
79
The power individuals
have because of their elected or appointed
position.
Legitimate power
80
Leadership power that
exists to the extent that the leader has the
ability and authority to provide rewards.
Reward power
81
Leadership power that
comes from the leader’s capacity to punish
others
Coercive power
82
Leadership power that
exists when followers can identify with a
leader and the leader’s goals.
Referent power
83
(Leadership through vision) Two types of leadership styles:
1. Transactional leadership
2. Transformational leadership
84
Leadership style in which the leader
focuses on task-oriented behaviors.
Consists of many of the
task-oriented behaviors like setting goals, monitoring performance, and
providing a consequence to success
or failure.
Transactional Leadership
85
What are the three dimensions of Transactional Leadership?
1. Contingent reward dimension
2. Management by exception-active
3. Management by exception-passive
86
Visionary leadership in which the
leader changes the nature and goals
of an organization.
Focuses on changing or
transforming the goals, values,
ethics, standards, and performance
of others.
Transformational Leadership
87
Refers to
leaders who reward followers for engaging
in desired activity.
Contingent reward dimension
88
Refers
to leaders who actively monitor performance
and take corrective action when needed
Management by exception-active
89
Refers to leaders who do not actively monitor
follower behavior and who take corrective
action only when problems are serious.
Management by exception-passive
90
What are the three dimensions of Transformational Leadership?
1. Charisma
2. Intellectual stimulation
3. Individual consideration
91
Refers to leaders with high moral
and ethical standards who have a strong
vision of where they want their followers to
go and who use enthusiasm to motivate
their followers.
Charisma
92
Refers to
leaders who encourage change and open
thinking, challenge the status quo, and appreciate diversity
Intellectual stimulation
93
Refers to leaders
who encourage individual growth and take
the time to mentor and coach their
followers.
Individual consideration
94
Five characteristics of good leaders according to Hunt and Laing:
1. Vision
2. Differentiation
3. Values
4. Transmission of vision and values
5. Flaws
95
A leadership theory
stating that leaders should be honest and
open and lead out of a desire to serve
others rather than a desire for self-gain.
Authentic Leadership
96
This leader desires to serve others
and leads in a manner that empowers
others.
Authentic Leader
97
These two are important in authentic leadership
1. Self-awareness
2. High self-esteem
98
This is an extensive
international project involving
approximately 150 researchers that
has been undertaken to study
cultural differences in leadership.
Project GLOBE (Global Leadership and Organizational Behavior Effectiveness)
99
Project GLOBE researchers have
concluded that cultures can differ on
these nine dimensions:
1. Uncertainty avoidance
2. Power distance
3. Social collectivism
4. In-group collectivism
5. Gender egalitarianism
6. Assertiveness
7. Future orientation
8. Performance orientation
9. Humane orientation
100
The extent to
which a culture avoids uncertainty by
using social norms and rituals.
Uncertainty avoidance
101
The extent to
which a culture avoids uncertainty by
using social norms and rituals.
Uncertainty avoidance
102
The extent to which power
is unequally shared.
Power distance
103
The extent to which a
culture encourages collective distribution of
resources.
Social collectivism
104
The extent to which
individuals express pride in their
organizations and families.
In-group collectivism
105
The extent to
which a culture tries to minimize differences
in gender roles and prevent discrimination.
Gender egalitarianism
106
The extent to which
individuals in a culture are assertive and
challenging in social relationships
Assertiveness
107
The extent to which a
culture plans for and invests in the future.
Future orientation
108
The extent to
which a culture encourages and
rewards improvement in performance
Performance orientation
109
The extent to which a
culture encourages and rewards
people for being fair, caring, and giving.
Humane orientation
110
What are the 6 main leadership styles that distinguish cultures?
1. Charismatic style
2. Self-protective style
3. Humane style
4. Team-oriented style
5. Participative style
6. Autonomous style
111
Involves vision,
inspiration, integrity, and a performance orientation.
Charismatic style
112
involves following
procedure, emphasizing status differences,
being self-centered, and saving face
Self-protective style
113
Involves being modest and
helping others.
Humane style
114
Involves being
collaborative, building teams, and
being diplomatic
Team-oriented style
115
Involves getting the
opinions and help of others.
Participative style
116
involves being
independent and individualistic and making
one’s own decisions
Autonomous style
117
The capacity of a person, team, or
organization
to
keep
a
more
powerful person or group in the
exchange relationship.
Countervailing Power
118
3 General Strategies to Cope with
Uncertainty:
1. Prevention
2. Forecasting
3. Absorption
119
The
most
effective
strategy is to prevent environmental
changes from occurring
Prevention
120
Predict environmental
changes or variations.
Forecasting
121
People and work units
also gain power by absorbing or
neutralizing
the
impact
of
environmental shifts as they occur.
Absorption
122
What are the contingencies of power?
1. Substitutability
2. Centrality
3. Discretion
4. Visibility
123
A contingency of
power pertaining to the availability of
alternatives.
Substitutability
124
A contingency of power
pertaining to the degree and nature
of interdependence between the
power holder and others.
Centrality
125
The freedom to exercise
judgment–to make decisions without
referring to a specific rule or
receiving permission from someone
else
Discretion
126
Refers to the awareness
of other people in the organization
with the individual's power and
position.
Visibility
127
The knowledge and
other available to people or social
units from a durable network that
connects them to others
Social Capital
128
Refers to any
behavior that attempts to alter someone’s attitudes or behavior.
Influence
129
Types of Influence Tactics (hard influence tactics)
1. Silent Authority
2. Assertiveness
3. Information Control
4. Coalition Formation
5. Upward Appeal
6. Persuasion
130
Types of Influence Tactics (soft influence tactics)
1. Ingratiation and Impression
Management
2. Exchange
3. Resistance
4. Compliance
5. Commitment
131
Occurs when someone complies with
a request because of the requester’s
legitimate power as well as the
target person’s role expectations.
Silent Authority
132
The tendency to comply with people in positions of authority, even if it goes against one's own moral code.
Deference to authority
133
In contrast to silent authority,
________ might be called “vocal
authority” because it involves
actively applying legitimate and
coercive power to influence others
Assertiveness
134
Involves explicitly manipulating
others’ access to information for the purpose of changing their attitudes
and/or behavior.
Information Control
135
When people lack sufficient power
alone to influence others in the
organization, they might form a
coalition of people who support the
proposed change.
Coalition Formation
136
A group that attempts to
influence people outside
the group by pooling the
resources and power of
its members.
Coalition
137
A type of influence in which
someone with higher authority or
expertise is called on in reality or
symbolically to support the
influencer’s position. Typically refers to a formal request
or action directed toward higher
authority, often in the context of
organizational or institutional
settings.
Upward Appeal
138
One of the most effective influence
strategies for career success. The
presentation of facts, logical
arguments, and emotional appeals
to change another person’s
attitudes and behavior.
Persuasion
139
A persuasive
communication strategy of warning
listeners that others will try to
influence them in the future and that
they should be wary about the
opponent’s arguments.
Inoculation Effect
140
Any attempt to
increase liking by, or perceived
similarity to some targeted person.
Ingratiation
141
The
practice of actively shaping our
public images.
Impression Management
142
Involve the
promise of benefits or resources in
exchange for the target person’s
compliance with your request.
Exchange
143
Occurs when people or
work units oppose the behavior
desired by the influencer and,
consequently, refuse, argue, or
delay engaging in the behavior.
Resistance
144
Occurs when people
are motivated to implement the
influencer’s request at a minimal
level of effort and for purely
instrumental reasons.
Compliance
145
The strongest form
of influence, whereby people identify
with the influencer’s request and are
highly motivated to implement it
even when extrinsic sources of
motivation are no longer present.
Commitment
146
Rely on personal sources
of power, which tend to build commitment to
the influencer’s request.
Soft Influence Tactics
147
Rely on position power, so they tend
to produce compliance or, worse,
resistance.
Hard Influence Tactics
148
Behaviors that others perceive as
self-serving tactics for personal gain at the
expense of other people and possibly the
organization.
Organizational Politics
149
The beliefs that
deceit is a natural and acceptable way to
influence others and that getting more than
one deserves is acceptable.
Machiavellian Values
