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Organizational Behaviour MANA202 > Leadership: Chapter 12 > Flashcards

Leadership: Chapter 12 Flashcards

1
Q

leadership

A
  • process motivating, influencing, enabling others to contribute toward the goal
  • includes:
    1. changing the direction of the organization
    2. aligning people with that direction through communication
    3. motivating people to action (using empowerment and need gratification)
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2
Q

effective leaders and change

A
  • control the future of the organization
  • act as enablers of change in organizations
  • change patterns of behaviours
  • bring new ideas
  • help organizational members make sense of the change process
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3
Q

management

A

consists of controlling resources to accomplish tasks through:
- planning and budgeting
- organizing and staffing
- controlling and problem-solving

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4
Q

leadership vs management

A

leadership:
- produce change
management:
- produces stability
- produces predictability
- produces order and efficiency
- help the organization achieve short-term results

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5
Q

leadership: trait-theory

A
  • attempted to identify + measure distinguishing qualities and characteristics
  • would focus on physical attributes, personality characteristics, and abilities
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6
Q

leadership: behavioural theories

A
  • attempt to identify actions that leaders used to achieve results
  • leadership can be learned
  • leadership skills can be improved by changing behaviours
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7
Q

Ohio State Studies, what are they?

A
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8
Q

initiating structure

A
  • behaviour aimed at defining, implementing, and improving organizational structure
  • task-oriented: focuses on organizing work roles and goals
  • establish operating procedures + clear patterns of communication
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9
Q

consideration

A
  • behaviour aimed at nurturing friendly, warm working relationships
  • encouraging mutual trust and interpersonal respect within work unit
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10
Q

Michigan Studies: what are they?

A
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11
Q

The Leadership Grid

A

graphical representation of a leader’s concern for production and concern for people.

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12
Q

The Leadership Grid: impoverished

A
  • low concern for both production and people
  • often referred to as a laissez-faire leader
  • avoids taking sides
  • stays out of conflicts
  • does just enough to get by
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13
Q

The Leadership Grid: authority-compliance

A
  • high concern for production, low concern for people
  • dictatorial leader
  • desires tight control in order to get tasks done efficiently and considers creativity and human relations unnecessary
  • may resort to bullying
  • bullying = quite common, with one in six North American workers reporting being bullied by a manager
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14
Q

The Leadership Grid: middle-of-the-road

A
  • balanced concern for both production and people
  • compromising style
  • average performance and average satisfaction.
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15
Q

The Leadership Grid: country club

A
  • low concern for production, high concern for people
  • attempts to avoid conflict
  • seeks to be well liked
  • goal: keep people happy through good interpersonal relations
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16
Q

The Leadership Grid: team

A
  • high concern for both people and production
  • works to motivate employees to reach their highest levels of accomplishment
  • “most effective” style of leadership
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17
Q

production and concern for people variables

A
  • regarded as universal
  • apply across organizations, industries, and cultures
  • how they are performed varies
  • degree that leaders focus on people versus production varies
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18
Q

contigency theories: why were they developed?

A

to investigate the criticisms levelled at trait and behavioural theories of leadership
- important to note some theories are more effective in certain situations, vice-versa

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19
Q

contingency theory

A
  • no leadership style is best in all situations
  • successful outcomes are related to situational contingencies
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20
Q

success depends on _____

A
  • leader’s preferred style
  • capabilities of followers
  • behaviours of followers
  • aspects of the situation
  • other
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21
Q

contingency theories types

A
  • Fiedler’s contingency theory
  • path–goal theory
  • situational leadership theory
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22
Q

Fiedler’s contingency theory

A
  • leader’s personality = critical variable to lead.
  • individual’s leadership style is unchanging
  • leaders should seek to understand their own style instead of modifying on behaviour
    -match style to situation
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23
Q

Fiedler’s contingency theory: determination of success as a leader

A
  • how group perceives leader
  • task involved
  • whether leader can actually exert control over the group
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24
Q

Fiedler’s contingency theory: task vs relationship oriented

A

task-oriented:
- primarily gratified by accomplishing tasks and getting work done
relationship-oriented:
- primarily gratified by developing good interpersonal relationships

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25
Q

Fiedler’s contingency theory: assessing leadership orientation

A

LPC Scale - Least Prefered Coworker
relationship-oriented: described in positive terms = higher numerical value
task-oriented: described in negative terms = lower numerical value

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26
Q

situational favourableness

A

leader’s ability to exert control over the group

27
Q

leaders with situational control

A
  • able to ensure that their demands are carried out
  • critical for leadership effectiveness
    *leaders without situational control cannot exert their authority over the rest of the group
28
Q

situational control: 3 aspects

A
  • task structure
  • position power
  • leader-member relations
29
Q

task structure

A
  • how well group tasks are clearly defined
  • number and clarity of rules, regulations, and procedures for getting the work done
30
Q

position power

A

leader’s legitimate authority to:
- evaluate and reward performance
- punish errors
- demote group members

31
Q

leader-member relations

A

degree of trust, respect, and confidence that exists between the leader and the subordinates

32
Q

contingency theory and LPC

A

both low and high LPC can be effective, depending on the situation

33
Q

path-goal theory

A
  • based on expectancy theory of motivation
  • based on leader’s interpretation of the situation
  • intuitive appeal
  • suggests group members do not know what is good for them
  • leader behaviours = directive, supportive, achievement-oriented, and participative
34
Q

path-goal theory: directive

A
  • used when leader:
    1. gives guidance about work tasks
    2. schedules work
    3. lets followers know what is expected
  • achieves positive results when task is ambiguous
  • can have a negative impact on subordinates when the task is clear or routine.
35
Q

path-goal theory: supportive

A
  • when the leader needs to express concern for followers’ well-being and social status
  • increases the satisfaction for employees who work on tasks that are stressful, unpleasant, or frustrating
36
Q

path-goal theory: achievement-oriented

A
  • when the leader must set challenging goals for followers
  • when leader has to show strong confidence in followers
  • encourages high performance by setting challenging goals, which can improve confidence
37
Q

path-goal theory: participative

A
  • when the leader must engage in joint decision-making activities with followers
  • allows subordinates to be involved in decision making
  • promotes satisfaction
38
Q

situational factors

A
  • ability level
  • authoritarianism
  • locus of control
39
Q

ability level

A

employee’s skills and aptitudes as they relate to performing tasks and achieving goals

40
Q

authoritarianism

A

degree to which employees prefer to be told what to do, and how to do a job

41
Q

locus of control

A
  • goal achievement is controlled by the employee (internal locus of control)
  • goal achievement is controlled by outside forces (external locus of control).
42
Q

environmental factors

A
  • task structure
  • work group
  • formal authority
43
Q

environmental factors: task structure

A

repetitiveness of the job

44
Q

environmental factors: work group

A

relationship between followers

45
Q

environmental factors: formal authority

A

level of position power

46
Q

situational leadership model

A

p 225-228 DO IT

47
Q

emotional intelligence

A
  • includes self-awareness, empathy, adaptability, and self-confidence
  • high EI + high stress = keep their cool and make better decisions,
  • low EI + high stress = make poor decisions and lose their effectiveness
  • EI can be learned
48
Q

trust

A
  • essential to leadership
  • willingness to be vulnerable to the actions of another
  • leaders must trust employees, employees must trust their employee
  • leaders must know who to trust, when to trust, how to trust
49
Q

lone-wolf

A
  • may trust nobody
  • could lead to preventable mistakes
50
Q

ethical leadership

A
  • leaders set the tone for how members should behave
  • requires attention to relationships and business practices
  • ethical leaders = more ethical employees
51
Q

feminine personalities as leaders

A
  • excel in interpersonal skils
  • current knowledge on gender in the workplace is biased, therefore inconlusive
52
Q

glass cliff

A

women appear to be more likely to achieve leadership roles during periods of crisis when the likelihood of failure is highest

53
Q

reason women succeed during the glass cliff

A
  • women are offered poor opportunities because they are considered expendable and better scapegoats
  • women are better suited to lead in unsuccessful times because they are more nurturing, caring, and creative
  • women are more likely than men to accept glass cliff positions due to the lack of alternative opportunities
54
Q

followership

A

process of being guided and directed by a leader in an organizational environment

55
Q

traditional vs contemporary view of followership

A

T:
- follower is passive
- leader is active
C:
- follower is an active participant
- integral component to leadership process
ULTIMATELY, the follower’s behaviour determines the leader’s success

56
Q

mission command

A

“the commander in the field is always right, the rear echelon is always wrong, unless proven otherwise”

57
Q

types of followers

A
  • alienated followers
  • sheep
  • effective followers
  • yes people
  • survivors
58
Q

alienated followers

A
  • think independently and critically
  • very passive
  • become psychologically and emotionally distanced from their leaders
  • potentially disruptive + threat to the health of the organization
59
Q

sheep followers

A
  • do not think independently or critically
  • passive in their behaviour
  • simply do as they are told by their leaders
60
Q

effective followers

A
  • most valuable to a leaders
  • practise self-management and self-responsibility
  • committed both to the organization and a purpose, principle, or person outside themselves. - - invest in own competence and professionalism + focus their energy for maximum impact
  • courageous, honest, and credible
61
Q

yes people followers

A
  • do not think independently or critically
  • very active in their behaviour
  • uncritically reinforce the thinking and ideas of their leaders with enthusiasm
  • most dangerous to a leader
  • give false positive reactions and give no warning of potential pitfalls
62
Q

survivors followers

A
  • least disruptive
  • lowest-risk followers in an organization
  • perpetually sample the wind
  • motto = “better safe than sorry”
63
Q

leadership succession and organizational performance correlation

A

moderately strong

64
Q

leadership guidelines

A
  1. Leaders and organizations should appreciate the unique attributes, predispositions, and talents of each leader
  2. Leaders should be chosen who challenge the organizational culture when necessary, without destroying it
  3. Participative, considerate leader behaviours enhance health and well-being of followers in the work environment
  4. Different leadership situations call for different leadership talents and behaviours
  5. Good leaders are likely to be good followers

Organizational Behaviour MANA202 (11 decks)

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