Leadership Competency Flashcards
1
Q
Motivation
A
Factors that initiate, direct, and sustain human behavior
over time.
2
Q
Coercive leadership approach
A
Leadership approach in which the leader imposes a
vision or solution on the team and demands that the
team follow this directive.
3
Q
Authoritative leadership approach
A
Leadership approach in which the leader proposes a
bold vision or solution and invites the team to join this
challenge.
4
Q
Affiliative leadership approach
A
Leadership approach in which the leader creates
strong relationships with and inside the team; team
members are motivated by loyalty.
5
Q
Democratic leadership approach
A
Leadership approach in which the leader invites
followers to collaborate and commits to acting by
consensus.
6
Q
Pacesetting leadership approach
A
Leadership approach in which the leader sets a model
for high performance standards and challenges
followers to meet these expectations.
7
Q
Coaching leadership approach
A
Leadership approach in which the leader focuses on
developing team members’ skills, believing that
success comes from aligning the organization’s goals
with employees’ personal and professional goals.
8
Q
Trait theory
A
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.
May discourage leader development by implying that the ability to lead cannot be acquired with study and practice
9
Q
Behavioral theories
A
Category of leadership theories that states that leaders
influence group members through certain behaviors;
includes Blake-Mouton theory.
10
Q
Situational theories
A
Category of leadership theories that states that leaders
can flex their behaviors to meet the needs of unique
situations, employing both task or directive behaviors
and relationship or supportive behaviors; includes
Hersey-Blanchard situational leadership, Fiedler’s
contingency theory, and path-goal theory.
11
Q
Emergent theory
A
Leadership theory that states that leaders are not
appointed but emerge from the group, which chooses
the leader based on interactions.
12
Q
Transactional leadership
A
Leadership theory that emphasizes a leader’s
preference for order and structure; focuses on control
and short-term planning.
13
Q
Transformational leadership
A
Leadership theory that emphasizes a leader’s ability
to inspire employees to embrace change; leaders
encourage and motivate employees to innovate and
seek out changes that can add value and growth to
the organization.
14
Q
Leader-member exchange theory
A
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 in order
to strengthen levels of trust and support.
15
Q
Servant leadership
A
Leadership theory in which the leaders’ goal is to serve
the needs of their employees; emphasizes the sharing of
power.
16
Q
Legitimate power
A
Power that is created formally, through a title or position
in the hierarchy that is associated with the rights of
leadership
17
Q
Reward power
A
Power that is created when the leader can offer followers
something they value in exchange for their commitment.
18
Q
Expert power
A
Power that is created when a leader is recognized as
possessing great intelligence, insight, or experience.
19
Q
Referent power
A
Power that is created by the force of the leader’s
personality.
20
Q
Coercive power
A
Power that is created when the leader can punish
those who do not follow.
21
Q
Theory X/Theory Y
A
Motivation theories dealing with the amount of control in
the workplace; motivation is seen as either absolutely
irrelevant or absolutely critical.
22
Q
Needs theory
A
Motivation theory that states that individuals are
motivated by a desire to satisfy certain needs and that
understanding these needs allows leaders to offer the
right incentives and create the most motivational
external environments; includes self-determination and
theories of Maslow, Herzberg, and McClelland.
23
Q
Expectancy theory
A
Motivation theory that states that effort increases in
relation to one’s confidence that the behavior will result
in a positive outcome and reward; includes Vroom’s
theory.
24
Q
Attribution theory
A
Motivation theory that states that the way a person
interprets the causes for past success or failure is related
to the present level of motivation; includes theories of
Heider and Weiner.
The way individuals envision success or failure of their own behavior or the behavior of others.
25
Goal-setting theory
Theory that states that motivation can be increased by
providing employees with goals against which they can
assess their achievement
26
Equity theory
Theory that states that motivation is based on an
employee’s sense of fairness; the individual compares
their perceived value with that of others in similar roles
and makes a calculation based on their inputs and
outputs.
27
What are the critical skills of effective HR leadership?
* The ability to see opportunities and problems
* To envision a different future and design a path toward it
* To rally necessary support within the organization
* To manage initiatives that create measurable and sustainable benefits
28
What are the functions of management as defined by Henry Fayol?
Planning
Organizing
Staffing
Directing
Controlling
29
According to Daniel Goleman, what are the things that leadership style affects?
* Employee's ability to make decisions that affect their work
* Employees' sense of responsibility to the organization or team
* The standards employees seek to meet or exceed
* Employees' belief that they will be rewarded for their work
* An understood mission and shared values
* A feeling of commitment to a shared goal.
30
True or False: There is one single effective approach to leaderships
False
31
What is the main difference between management and leadership?
Management maintains order while leadership produces and manages change.
32
Universal Characteristics that Define Leaderships
* Trustworthy and dependable
* Just
* Honest
* Thinks and plans ahead
* Encouraging
* Positive
* Dynamic
* Motivational
* Confidence buildling
* Decisive
* Committed to excellence
* Intelligent and informed
* Effective, win-win bargainer
* Administratively skilled
* Communicative
* Organized
33
Blake-Mouton leadership theory
* Leadership involves managing tasks and employees
* Five types of managers, only one of which is considered a leader
34
What are the 5 types of managers in the Blake-Mouton leadership theory
* Country club managers - 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 (low task, low relationship) - use a delegate-and-disappear managemet style. They detach themselves, often creating power struggles
* Authoritarian Managers (high task, low relationship) - expect people to do what they are told without question and tend not to foster collaboration
* Middle-of-the-road managers (midpoint on both task and relationship) get the work done but are not considered leaders
* Team leaders (high task, high relationship) - lead by positive examle, foster a team environment, and encourage individual and team development
35
Hershey-Blanchard Situational Leadership
Leaders adapt their behaviors to meet the evolving needs of team members. Like Blake-Mouton, the behaviors involve tasks and relationships.
As team members grwo in skill and experience, leaders supply the appropriate behavior:
* Telling when the employee is not yet motivated or competent
* Selling when the increasingly competent employee still needs focus and motivation (why are we doing this)
* Participating when competent workers can be included in problem solving and coached on higher skills
* Delegating when very competent team members can benefit from greater levels of autonomy and self-direction
36
Fiedler's Contingency Theory
Leaders change the situation to make it more favorable, more likely to produce good outcomes
How can the situation be changed to improve the effectiveness of both leader and employee
Create situational favorableness
Unfavorable situations must be changed to improve group and leader effectiveness
37
According to Fiedler's Contingency Theory when does "situational favorableness" occur?
* Leader-member relationships are strong
* Task structure and requirements are clear
* The leader can exert the necessary power to reach the group's goal
38
Path-Goal Theory
This theory emphasizes the leader's role in coaching and developing followers' competencies. The leader performs the behavior needed to help employees stay on track towards their goals
39
According to the Path-Goal Theory, what are the different types of employee needs?
* Directive - help the employee understand the task and its goals
* Supportive - try to fulfill employee's relationship needs
* Achievement - Motivate by setting challenging goals
* Participative - provide more control over work and leverage group expertise through participative decision making
40
What are the features of a formal organization?
* Traditional reporting lines that create teh organizatin's managerial levels or hierarchy
* the decision making process
* The funding process
* The organization's strategy, Mission, Values
* Events that may have shaped or maybe shaping decision-makers' assessments
41
What is the most valuable tool for discovering the informal organization?
Observation
42
What are the features of the Informal Organization?
* More challenging to learn
* Based on interpersonal relationships that are complex and subtle and can change frequently
* Can be seen in teh organization's culture and social dynamics
43
According to John French and Bertram Raven, what are the five ways in which leaders can create power?
Legitimate Power
Reward Power
Expert Power
Referent Power
Coercive Power
44
What are the 5 levels of Maslow's Hierarchy of Needs
* Physiological
* Safety and Security
* Belonging and love
* Esteem
* Self-Actualization
45
Describe Herzberg's theory of motivation
Behavior is driven by intrinsic factors (innate desires) and extrinsic factors (workplace hygiene)
Satisfying hygience factors can remove some areas of discontent that itnerfere with motivation, but satisfactory workplace conditions are not enough in thesmelves to create motivation
Motivation is created by appealing to individual desires or needs
It is important to rememer that while good workplace conditions do not positively affect motivation, unacceptable conditions will lead to job dissatisfaction and can make a motivated employee look for another job. Hygiene factor levels must be acceptable in order for the motivation factors to become operative.
46
What are the intrinsic and extrinsic factors of Herzberg's motivational theory
Intrinsic: challenging work, meaningful impact of work, recognition
Extrinsic: job security, pay conditions
47
Describe McClellands motivational theory
Individuals are motivated by three basic desires: Achievement, Affiliation, Power
Employees have all thre needs, but the needs' relative importanct may vary among individuals. Effective leaders identiyf and appeal to each employee's primary motivators.
48
Describe the Self-determination motivational theory
Individuals are motivated by innate needs, such as competence and relatedness
They also have needs for Autonomy, or teh need to feel that one has control over one's life, as well as purpose, or the sense that oen's actions ahve effects beyond the individual or the workplace.
49
Describe the Vroom motivational theory
Level of Effort depends on:
* Expectancy - with reasonable effort, the employee can succeed.
* Instrumentality - success will result in a reward
* Valence - The reward is meaningful to the employee
All three factors must be addressed to create motivated employees
The employee must believe the task is achievable in order to put in the effort.
50
Heider, Weiner attribution theory
Success or failure can be attributed to internal factors or external factors. Internal factors may be under the employee's control, but external factors are probably beyond the employee's control
A track record of success can create empowered and resilient employees, while a track record o failure can create learned helplessness and even aggression or hostility in the workplace
Leaders create opportunities for success for less-experienced employees, perhaps by providing more resources, coaching, and guidance. More-challenging assignments are given to employees who believe they can succeed.
Individuals are motivated to engage in learning due to a personal need to develop new attributions
51
What are the four personal leadership qualities
A leader should be both self-motivated and self disciplined
A leader should be or become comfortable with risk-taking
A leader should be committed to continuous learning
A leader should embody a growth mindset
52
An HR team member was recently promoted to a team leader position. He is anxious about making the transition. What should the employee focus on in this new role?
Encouraging lack of conflict within the team
Clarifying his authority with all team members
Developing and coaching team members
Promoting office social gatherings
Developing and coaching team members
An effective leader accomplishes strategic goals and objectives through the work of the leader’s team. The leader and the team benefit most when the leader focuses on coaching and developing team members: The leader benefits from a team that is more productive and competent, and team members improve their job skills. Effective leaders do not rely on personal likeability or power, and they strive to understand and resolve conflict, not avoid it.
53
A manager uses his skill with people to smooth over problems and to make his employees feel secure in their positions. According to the Blake-Mouton theory, what leadership style is the manager using?
Impoverished management
Team management
Country club management
Authoritarian management
Country Club Managers
Managers who exhibit low task, high people (country club) leadership styles avoid using their authority because they fear that it will jeopardize relationships with employees. They try to create a supportive atmosphere and trust that employees will respond positively. An authoritarian leader emphasizes task. An impoverished leader neglects both task and people. A team leader attends to needs related to both tasks and people.
54
A new HR manager is eager to win support for her idea for a new employee benefit. Which colleague would be a good ally in this situation?
HR manager known for a number of successful initiatives and marked for promotion
Head of HR, who is also new and wants to make a strong impression on senior leadership
HR staff member who is expert in the organization’s benefits program
Experienced HR manager familiar with how decisions are made and with connections in other areas in the company
Experienced HR manager familiar with how decisions are made and with connections in other areas in the company
The best ally in this situation is the experienced manager who can educate the new professional on organizational politics, preferences, and decision-making styles. The head of HR and the up-and-coming HR manager may be unreliable allies because of their own goals. The expert may be invested in the status quo of the benefits program.
55
A new HR staff member wants to win support for her idea for a new employee benefit. The HR director has agreed to meet with her to discuss the idea briefly. How should the HR staff member prepare?
Gather testimonial feedback from employees who want the new benefit added.
Think about what might be motivating the HR director in his job.
Research the director’s professional resume.
Complete a detailed business case in support of the idea.
Think about what might be motivating the HR director in his job
The staff member is in an early stage of winning support. It may help to understand the director’s goals (perhaps by observing decisions and statements) so that she can show how the benefit idea could advance those goals. It is too soon for a business case or testimonials. The resume will probably not provide an accurate sense of what motivates the director.
56
An HR business partner (HRBP) knows that HR is struggling to improve its relationship with the operations function. The HRBP receives an e-mail from an operations supervisor who refuses to implement a disciplinary action that the HRBP has recommended. What should the HRBP do?
Let the supervisor take the lead on this in the interest of improving the relationship.
Implement the corrective action on her own authority.
Go to the head of HR and escalate the issue to the senior management team.
Meet with the supervisor and explain the rationale for taking disciplinary action.
Meet with the supervisor and explain the rationale for taking disciplinary action
The HRBP needs to ensure that policies are followed. The best way to do that here is to use her expertise in HR to show the rationale for the policy and consistency in enforcing it. This may help enhance HR’s professionalism in the eyes of operations. Escalating the issue shows a lack of leadership, as does avoiding the issue. Implementing the discipline against operation’s wishes may further damage the relationship between the functions.
57
An HR manager derives his authority from his extensive background in HRM. What type of power is he using?
Referent
Legitimate
Affiliation
Expert
Expert
According to John French and Bertram Raven, the manager is using expert power, which influences others’ behavior on the strength of the leader’s deep knowledge and experience. Legitimate power derives from position in the organization’s hierarchy. Referent power comes from the strength of personal relationships with team members. Affiliation is actually a need that can motivate team members-the need to be part of a group.
58
An HR manager is careful never to promise a staff member a reward that he may not be able to deliver. What motivation theory does this reflect?
Goal setting
Maslow
Vroom
Herzberg
Vroom
Vroom’s theory proposes that employees are most motivated when they believe that successfully performing their assignments will result in promised rewards.
59
An HR manager conducts a market salary survey to make sure that team members are being adequately compensated and do not seek other employment. Which level of needs in Maslow’s hierarchy is she attempting to address?
Physical needs
Safety and security
Self-esteem and respect for others
Belonging and love
Safety and Security
The safety and security level includes personal, emotional, and financial security along with health and well being.
60
What are the three situational characteristics according to Fiedler's contingency theory.
The three situation characteristics are leader-member relations, task structure, and leader's position power. Leader-member relations are based on the amount of confidence the workers have in the leader. Task structure is based on how well a leader explains tasks to workers. A leader's position power is based on how much inherent power a leader has.
61
What are the basic assumptions of contingency theories of leadership?
The basic assumptions of contingency theories of leadership are that a leader's effectiveness depends on the leadership style required by the situation. The theory is that a leader can be effective in one situation and ineffective in another, depending on what the situation requires. Each situation has to be assessed, the leader then has to be assessed, and the right one is chosen based on the situation.
62
What are the aspects of contingency theory?
There are two aspects of contingency theory in leadership. The first is relationship-orientated, which is focused on building a good relationship with employees. The second is task-orientated, which is focused on organization and achieving goals.
63
How is leadership style determined
By rating a leader's least preferred co-worker on the Least Preferred Co-worker scale
64
What areas are employees ranked on the Least Preferred Co-Worker Scale
Unfriendly/friendly
Uncooperative/cooperative
Hostile/supportive
Open/guarded
65
Are leaders more likely to score higher on the LPC scale or lower?
Higher
66
True or False: Leaders who score higher on the LPC scale are more relationship oriented
True
67
Leaders who score low on teh LPC scale tend to be more what oriented?
Task oriented - they like to assign tasks. This leader does not care much about building relationships
68
If fast decision making is needed is it preferred to have a high LPC leader or a low LPC leader?
High LPC leader because they build trust by building relationships
69
If high prodcution is needed is it preferred to have a high LPC leader or a low LPC leader?
Low LPC leader because they are more task focused
70
What are the three dimensions of situational favorableness?
leader-member relations
task structure
leader position power
71
What is a leader-member relationship
Refers to the degree of trust, respect and confidence that exists between the leader and the workers. It explains how managers develop relationships with teams. Those relationships can be good or bad ones
72
What is task structure?
Refers to teh degree to which tasks are clearly explained and structured for workers
73
Leader position power
refers to the degree to which the leader possesses inherent power in their position
74
When is a situation considered favorable
Trust, respect, and have confidence in each other
clear and structure tasks
The leader possesses formal authority in his position
75
Hersey-Blanchard's situational Leadership
Leaders must adjust their leadership style according to the maturity of their followers or employees
76
Follower ability
the degree to which a follower has the skills and ability to perform a task
77
Follower confidence
The degree to which a follower believes he or she can perform a particular task
78
Contingency theory of leadership
Proposes that a leader's level of effectiveness depends on what leadership style they chose to use. A leader can lead effectively in one situation and lead ineffectively in another. If a leader does not analyze each situation, the various circumstances, and adjust their leadership to the situation, their leadership style may not be effective
79
Situational Leadership
This is a leadership style where the leader match's the level of responsibility and supervision provided to employees based on the employee's level of skill and experience
80
Path-Goal Theory
This is a leadership style that establishes a supportive plan for goal achievement. It analyzes what leadership styles are effective based on any given situation.
81
Decision-Making Theory
This is a leadership style where the leader gives detailed directions to the employees, gives very specific advice, provides lear expectations, and assigns all tasks
82
Delegating leadership style
Necessary when the follower is ready, willing, and able to perform a particular task. The follower has a high-level of confidence in his or her ability to perform. Decisions are turned over to this follower. There is little need to build a relationship because the follower shows a high level of maturity and can perform with little to no direct supervision or instruction. This is defined on the matrick as low task, low relationship style
83
Leadership Style Matrix
Leaders must be able to change their leadership style to deal with different employees possessing various skill levels. The right leadership style for each employee or group of employees is decided by using a matrix. The matrix is divided into four sections representing four possible leadership styles: delegating, participating, selling and telling.
84
Participating leadership style
necessary when the follower is able but unwilling to perform a particular task. The unwillingness is generally due to low confidence in his or her ability to perform. The leader must participate by sharing ideas with the follower. There is need to build a relationship because although the follower shows a medium level of maturity and the ability to perform, he or she needs the extra coaching from the leader. This is defined as low-task, high-relationship style.
85
Selling leadership style
necessary when the follower does not possess the skill or ability to perform but is confident and willing to learn. The leader must explain the task and any decisions regarding how to perform the task to this follower. Although the follower demonstrates medium maturity, there is a need to focus on tasks and build a relationship with the follower. The leader must persuade this follower to take direction. A persuasive leader can sell the decisions to the follower. Training and follow-up are necessary. This is defined on the matrix as high-task, high-relationship style.
86
Telling leadership style
necessary when the follower does not possess either the ability or the confidence to perform a particular task. Because of this follower's low maturity, the leader must provide explicit direction and close supervision at all times.
87
What is the main principle of situational leadership?
The main principle of situational leadership is to provide a framework of assessment methods that a leader can use to meet the management needs of their employees and organization. A leader will determine the level of maturity an employee has and then match that maturity level to the appropriate leadership style they should use on the employee to ensure overall success.
88
What are examples of situational leadership theory?
An example of situational leadership would be a highly experienced employee where a high maturity level is assigned, and the leader could use a delegating leadership style. Conversely, if an employee is new and has no experience, a low maturity level would be assigned, and a telling leadership style would be used.
89
What are the four leadership styles of situational leadership?
The four situational leadership styles are:
Telling: involves the leader providing close supervision
Selling: involves the leader using persuasion to convince
Participating: involves giving some guidance
Delegating: involves little to no supervision
90
What are the characteristics of situational leadership?
The characteristics of situational leadership are perspective and insight, flexibility, problem-solving skills, and trustworthiness.
Perspective and insight: the ability to identify needs and limitations
Flexibility: the ability to change to meet the needs of the employee
Problem-solving: the ability to analyze situations and adjust
Trustworthy: gaining the trust of the employees
91
Leaders who utilize the Situational Leadership Model possess various characteristics, including:
Perspective and Insight: The situational leader must be able to have perspective and insight to understand the employee,—identifying their needs, abilities, and limitations—and then adjust their leadership style to meet the employee's needs.
Flexible: The situational leader must be flexible with their leadership style and be able to shift from one form to another to meet the employee's needs better.
Problem-Solving Skills: The situational leader must have good problem-solving skills to analyze any given situation and adjust their leadership style to serve the employee best.
Trustworthy: The situational leader must be trustworthy and gain the trust of their employees to be effective.
92
What are the maturity levels in Hersey and Blanchard's model?
Low Maturity: This is the M1 group. They are the followers who are new, have little to no knowledge or skills, and are not confident enough yet to complete the task.
Medium Maturity: This is the M2 and M3 groups. The M2 groups are the followers who are willing to work and are enthusiastic but do not yet have the experience or ability. The M3 groups are those who do have the experience or ability to do the work but are not enthusiastic or willing to do it yet.
High Maturity: This is the M4 group. These groups are highly skilled, motivated, and ready to complete the task.
93
Follower ability
This is determined by how much knowledge, skill, or ability a follower possesses regarding what the task requires to be successful. An employee who is new and has very little to no experience will require much more instruction and supervision than an employee who has been with the organization for an extended period and has performed the task successfully many times before.
94
Follower confidence
This is determined, as the name implies, by the level of confidence an employee or group has in themselves to complete the task. An employee who has a lot of experience and skill will have higher confidence and therefore require less instruction or supervision.
95
Goleman's Situational Leadership Theory
It has six distinct styles of leadership based on the principle that a higher level of emotional intelligence correlates to better leadership.
96
What are the six leadership styles of Daniel Goleman's Situational Leadership Theory
Coaching Leaders: This style involves working with the employees on improving their skills to achieve the objectives.
Pacesetting Leaders: This style is leading by example. The leader demonstrates good leadership in front of the employees to set workplace standards.
Democratic Leaders: This style hinges on all employees participating and collaborating on the goals, and the leader takes all their suggestions into account. While this style leads to more employee satisfaction, it can cause delays in action.
Leaders: This leadership hinges on creating a work environment where the employees feel welcome and positive. The repercussion of this style is that the leader rarely leads which could cause performance and goal issues.
Authoritative Leaders: This is goal-orientated leadership where the leader gives the goal to the employee or group, and they decide what needs to be done to reach that goal.
Coercive Leaders: This is commonly referred to as command leadership and used where quick results are needed immediately, and there is no time for debate, discussion, or collaboration.
97
Advantages of Situational Leaderships
The main advantage of situational leadership is that it is very flexible and was designed to adapt to the work environment, the leaders, the employees, and the overall goals of the organization. The adaptability of the Situational Leadership Model itself allows the leader to analyze the employees and provides direction as to what leadership style will benefit all equally.
98
Disadvantages of Situation Leadership Style
The disadvantages of the Situational Leadership Model are that it is primarily developed for Western culture and may not be easily adaptable to other cultures. In addition, some situational leadership styles can focus too much attention on meeting the employee's needs and take attention away from the organization's long-term strategy or goals.
99
Why is the Situational Leadership Theory Important
Situational leadership theory helps cultivate strong and meaningful relationships between the leader and the team.
The theory emphasizes excellent communication; hence, it promotes effective leadership spearheaded by proper communication.
Situational leadership prepares leaders to be dynamic and flexible, thus making room for team development for skills of handling uncertainties, risks, and problem-solving.
The theory emphasizes the need for situational awareness as it is becoming more critical today. Consequently, the theory promotes situational skills such as communication, listening, cultural competence, and growth.
The theory enhances team performance and productivity through leader exemplification.
100
Follower Confidence is:
the degree to which a follower feels comfortable performing a task.
101
Tara is a very good hairdresser. She was asked to style the mayor's hair today. She refused to do it because she was afraid she would make a mistake. Which leadership style would best work with Tara
Telling
Selling
Participating
Delegating
Participating
The individual has high ability but low confidence
102
Clara is a veteran waitress who knows what to do and enjoys her work and chatting with the customers. Which leadership style would be best for Clara?
Delegating
The individual has high ability and high confidence
103
Follower ability means:
The degree to which the follower possesses skill to perform a task.
104
It is Darla's first day at her very first job at the ice cream parlor. Darla does not know anything about how an ice cream parlor is run. Which leadership style would be best for Darla?
Telling
The individual has low ability and low confidence
105
Juan never worked as a waiter before. He asked his boss to let him take a few tables. He said he was ready to take on the challenge. Which leadership style would be best for Juan?
Selling
The individual has low ability and high confidence.
106
House's Path-Goal Theory
originated from Martin Evans path-goal theory in 1970 and was expanded upon by Robert J. House in 1971 to its present state. The theory hinges upon an employee or subordinates' perception of what is expected of them, their effort, and their performance, which are all directly related to the behavior of their leader
107
What are the four employee characteristics that a leader must examine to benefit from the path-goal theory?
Need for affiliation: The leader must determine what level of affiliation the employee has in regards to the team or project.
Preference for structure: The leader must determine what type of structure the employee needs to be successful in reaching the goals that are set.
Desire for control: The leader must determine how much or how little control the employee needs to achieve the objectives of the goal.
Perception of abilities: The leader must determine what level of ability the employee has based on their experience.
108
What are the four leadership styles that the path-goal theory uses to excel the growth of employees?
Achievement Oriented Leadership
Directive Leadership
Participative Leadership
Supportive Leadership
109
What is Achievement Oriented Leadership
Achievement-oriented leadership is a leadership style where the leader encourages employee growth and progress by setting goals that are challenging. The leader encourages the employees to strive for continuous improvement. This style of leadership works well for employees who are highly motivated, comfortable working independently, and have strong problem-solving skills. An example of this style would be when a sales leader sets a high goal for the number of sales a team must make in one day. The leader builds up the team's confidence during the sales event, encourages, and supports each employee to do their best to reach the high sales goal they set.
110
What is Directive Leadership?
Directive leadership is a leadership style where the leader provides detailed directions to the employees on what the processes and procedures are for a given task or objective, gives specific advice, clarifies expectations, and assigns tasks. The leader sets the expectations for the team or employee and all job functions are clearly outlined to provide the employees with job and workflow certainty. The leader also provides the employees with a detailed overview of all expected performance objectives and what the rewards will be if met. This style of leadership works best with new or inexperienced employees who require a high degree of supervision. An example of this would be if a leader hired a new sales employee who has no sales experience yet. The leader will provide detailed sales instructions to the new employee, demonstrate how to perform each task, establish what the sales expectations are, what rewards the employee could earn and when, and then closely supervises the employee until they have the ability and experience to work on their own.
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What is participative leadership
Participative leadership is a leadership style where the leader collaborates with the employees on the work processes, work procedures, and the work or task objectives. This enables the employees to the part of the decision making and in doing so, the employees will feel more empowered and will strive to reach the set objectives and goals. For example, if a leader has an experienced sales employee, by allowing the employee to take part in the discussion and decision making for the sales goal, not only does the employee benefit by feeling empowered in the process but the leader may gain some helpful insight into new sales processes that that have proved successful in the past.
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What is Supportive leadership?
Supportive leadership is a leadership style where the leader, as the name implies, supports the employees by paying close attention to their needs, actively addresses any concerns they may have, and strives to make the work environment as positive as possible for the employees. This style is most effective in work environments where employees may have more personal problems or disadvantages and they need morale support. For example, a sales leader who actively communicates with their employees discovers that one employee has recently experienced a traumatic event in their personal life. The leader uses this style to provide morale support to the employee while they are working as a way to help and support them.
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What are the four basic motivational factors or strategies that alighn with the leadership styles that t leader can deploy to improve and motivate employees?
Achievement strategies: The leader must set high goal expectations for a task or project and be very detailed in the exact timeframe and what reward or rewards can be expected and when. This will motivate the employees and provide them with an incentive to achieve.
Directive strategies: For lofty goals or objectives, the leader should provide detailed instruction on each work process step that needs to be completed to achieve the goal. By breaking up the process into smaller steps and each step having a prescribed achievement, the employees will experience quicker successes and be positively motivated to continue with each subsequent step until they reach the final goal.
Supportive strategies: By showing genuine care and concern for the well-being of employees, the leader demonstrates that they are approachable and supportive. This will motivate employees and increase their trust in the leader and create a more supportive and productive work environment.
Participative strategies: The leader allows the employees to participate in setting the goals and what the best strategies are to reach them. In doing so, the employees feel empowered and motivated in reaching the goal as they have a vested interest in the process.
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What is the importance of Path Goal Leadership theory?
The importance of the path-goal theory is that it establishes a supportive plan for employee success based upon specific goal achievements. It provides a framework of leadership styles one could use depending on the specific needs of the employee.
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What are the four leadership behaviors in the path-goal theory of leadership?
There are four leadership behaviors in the path-goal theory that leaders use to help employees grow and succeed. The first is achievement-oriented leadership which encourages employee growth by setting challenging goals. The second is directive leadership which gives specific advice, clarifies expectations, and assigns tasks. The third is participative leadership where the leader collaborates with the employees on setting tasks and objectives. The fourth is supportive leadership which supports the employees and forms a positive work environment.
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Transformational Leadership
Transformational leadership is the ability certain leaders have to inspire, motivate, and mobilize supporters and followers in order to create change or achieve the seemingly impossible.
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For leaders like Mandela and others who represent the transformational style, there are four key components that make up this type of leadership. Following Downton's work, psychologist Bernard Bass classified these four elements as core to transformational leaders:
Inspirational Motivation: These types of leaders, as we've previously noted, are able to inspire and motivate through their passion and charisma. Because they motivate their team members, they are able to get everyone on the same page in working toward shared goals, which enhances job performance and business success.
Intellectual Stimulation: Transformational leaders are known to challenge the status quo and question everything in their quest to improve and innovate. They stimulate their followers to think outside the box, creating unique solutions and developing fresh ideas.
Individualized Consideration: This style of leadership seeks input from all employees and followers and shows a genuine interest in making things better at all levels for all people. Individualized consideration encourages open lines of communication from employees to management and vice versa.
Idealized Influence: Like Mandela, transformational leaders draw people to them for their commitment to their vision and serve as a morale-boosting role model to others. They lead by example: Mandela believed so deeply in his cause he was imprisoned for it. Transformational leaders don't simply talk the talk, they walk the walk.
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Inspirational motivation, as a component of transformational leadership, inspires others to shared vision and goals, which __________.
Creates Confusion
Benefits managers only
shuts down creativity
Improves Job Performance
Improves Job Performance
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How do transformational leaders invoke intellectual stimulatoin?
They challenge others to improve and innovate
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Idealized influence, a compenent of transformational leadership, means that the leader serves as a _______ to others
role model
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Path-Goal Theory involves
setting directives to managers to achieve goals
allowing employees to set their own goals
establishing a supportive plan for goal achievement
creating new processes to give feedback on goal achievement
Establishing a supportive plan for goal achievement
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When a manager gives specific advice, clarifies expectations, and assigns tasks, he is using which leadership style?
Directive leadership
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A manager that expresses and shows concern for the well-being of weary employees is using what type of leadership style?
Supportive leadership
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The manager of a retail store sets a sales goal of over 1,000 pairs of sneakers to be sold in one day, more than any shoe store has ever sold. He rallied the sales team to sell sneakers and encouraged each person during the sales event. This manager was using what leadership style?
Achievement-oriented leadership
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Mike is a sales manager who was recently informed of a large account his company will be acquiring this year. He brought this new information up at his monthly meeting so his team could discuss what that might mean for their sales goals this fiscal year. What style of leadership i smike displaying?
Participative leadership.
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What is participative leadership
Participative leadership definition refers to a management style used by managers interested in the whole team's contribution to decision-making. The general purpose of participative leadership in an organization is to improve employee morale. When employees know that their suggestions and opinions are being listened to and heard, they are more likely to contribute and feel more valued.
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Participative leadership theory
participative leadership theory is grounded on the idea that when the thoughts of different individuals are combined, the decision made is better than a single individual's opinion
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What are the basic assumptions of participative leadership?
The participation in decision-making by all individuals enhances the appreciation of work performed by all participants who have to implement the decision.
Participatory leadership promotes people's commitment to action.
Participatory leadership reduces competition and promotes collaboration in attaining a shared objective.
Several minds arrive at a better decision when compared to a single biased judgment by one person.
Participation promotes and boosts social commitment among all participants.
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What are the five fundamental needs as described by Maslow
1. Safety Needs
2. Social needs
3. Physiological Needs
4. Self-actualization needs
5. Esteem needs
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What three needs of Maslow's hierarchy are fulfilled by participative leadership?
Self-esteem needs: A participative leader will always strive to know employees' opinions and takes on all issues in an organization. This shows that participative leadership fulfills the self-esteem needs and the employee's esteem.
The need to belong: Participative leadership promotes community spirit by encouraging making decisions together.
The need for accomplishment: Employees will always influence the final outcome when they know they are involved in the decision-making process.
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According to Maslow, the hierarchy of needs is divided into what?
Deficiency Needs: These are the needs that arise from a lack of necessary things for human well-being. Examples of these needs are social, esteem, security, and physiological needs. Deficiency motivation stems from the lack of basic needs.
Growth Needs: Growth needs are the needs at the top of the pyramid as defined by Maslow. These are the needs that stem from the desire to grow. Growth motivation is a force that leads to the development of a person's potential.
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What are the primary characteristics that any participative leader incorporates in the participative leadership style?
Communication: Participatory leadership style is primarily centered on communication. Effective communication between leaders and employees results in an easy flow of communication without the friction of ideas.
Open-minded: A participative leader is always open to feedback and suggestions to help a business take off. This helps raises employees' morale by taking suggestions from those under them and incorporating the ideas into a plan of action.
Curious: Participative leaders are always searching for innovative solutions to problems. They possess a curious nature that helps them explore more. They also never leave an idea unattended and always look for new and better ways to do things.
Encouraging: Participative leaders always encourage employees to become more comfortable sharing thoughts on their own and presenting the ideas to the organization with fresh insights.
Collaborative: The critical difference between the successful participative leadership approach and the ones that cause needless rivalry is the lack of collaboration. A participative leader uses teamwork to put people and ideas together in various ways for different projects. Bringing different experiences and perspectives together helps in accomplishing previously unattained outcomes.
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What are the types of participative leadership?
Representative participation
Consensus leaderships
Collective leadership
democratic leadership
autocratic leadership
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What is representative participation?
Representative participation is one type of participatory leadership prevalent in Europe and involves the participation of employees in the decision-making process. It consists of the leader, representative, and employees. The representatives have the power to influence the organization's decision-making process and give advice on behalf of the employees. Representatives also act as messengers between employees and management. Before an organization's decision is made, the representatives may consult employees and provide input to management.
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What is Consensus Leadership
Consensus participative leadership is a type of participative leadership that grants employees the ability to determine the final output of a decision in an organization by using a voting approach. The leader may help facilitate the decision, but each employee votes for their preferred course of action. However, in consensus participative leadership, nothing moves forward until the entire team has reached a consensus.
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What is Collective Leadership
In collective participative leadership, the decision-making process is made jointly by all employees in the organization, and the whole team is fully responsible for the decision outcome.
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What is democratic leadership
Democratic participative leadership is a type of leadership where the leaders involved receive input on primary challenges or issues from the entire team. Still, only the leaders are responsible for making the end decision. In cases where the rest of the team has an issue with the end decision, the leaders are expected and required to explain their reasoning to manage the issue.
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What is autocratic participative leadership?
In autocratic participative leadership, the organization leader accepts input from the employees, but the company's leadership still makes the end decision. However, in this type of participative leadership, an autocratic leader is not expected to explain the reasons behind the end decisions.
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What are the pros of participative leadership
Promotes Motivation: When everyone can participate in the decision-making process, they feel valued because their voices are being heard. This also results in better commitment and employee retention.
Employee's Independence: In an organization that incorporates participative leadership, all employees know the work they need to do and understand its strategy because they took part in shaping it. This means that when a manager is absent, the work does not stop. All team members keep moving forward.
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What are the cons of participative leadership?
Slow Decision-making Process: Participative leadership can lengthen the decision-making process because each team member is allowed and required to weigh in on every situation at hand. In cases where an urgent matter arises, a leader using this leadership style may take a long period of time to come to a conclusion.
Security Issues: A security issue can also arise in participative leadership style because too many individuals know a lot of information and facts before implementation. This information may transform into critical information in later stages, resulting in the leaking of information by employees.
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What is the participative leadership theory?
Participative leadership theory is a leadership style where the entire team takes part in the decision-making process in an organization. Team members give their thoughts and ideas to the manager before a new process or procedure is established at work.
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What are the characteristics of a participative leader?
A participative leader has several characteristics, such as being open-minded, curious, collaborative, critical, mindful, and a good communicator. When there is effective communication between leaders and workers, ideas and thoughts can flow smoothly without difficulty.
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What is an example of participative leadership?
Mary is a leader in an organization. Her strategy involves encouraging all team members to be open-minded and creative. She also encourages her employees to share their thoughts and ideas, which will help in the decision-making of the workplace. This is an example of participative leadership.
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What are the benefits of participative leadership?
Participative leadership increases employee loyalty. Employees who feel respected and valued are likely to stay in a workplace longer. Participative leadership is also beneficial because it encourages innovation and creativity when leaders seek input from several people.
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What are the different parts present in leader-member exchange theory?
Role taking: This is the first step. In this step, the manager and the employee meet, and the manager starts to assess the abilities of the employee.
Role making: In this step, team members being working on projects, and the manager begins to see how devoted they are to the work that needs to be done. Managers expect employees to work hard, be loyal and also be trustworthy. During this stage, managers begin to separate employees into two different groups: in-group and outgroup.
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What is an in-group
the group the manager trusts. They start to get more challenging roles, and there is more give and take as it relates to communication. The manager, we could say, trusts the members in this group and begins to bond with them.
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What is an out-group
the group the manager does not really trust. Since the manager does not trust the members in this group as much, their work is less challenging and less critical, and the communication is more directive than give and take. The manager tells these employees what he or she wants done, whereas with the in-group, there is more discussion relating to tasks.
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Routinization
To discipline in or reduce to a routine
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What is the trait theory of leadership?
The trait theory of leadership is the idea that the characteristics of a good leader are inherited.
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Examples of Leadership Traits
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What is the Behavioral Theory of Leadership
the behavioral theory of leadership is the idea that leadership skills can be learned by observing those skills in the behavior of others. Individuals can then study these skills and practice them to try and become fluid in their leadership abilities.
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Examples of Behavioral Leadership
Autocratic Leaders
Democratic Leaders
Laissez-faire leaders
Task-oriented Leaders
People-oriented leaders
Opportunistic Leaders
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What is an autocratic leader
Autocratic leaders use their status of power or influence to get things done: Adolf Hitler used his military power to control people.
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what is a democratic leader
Democratic leaders use the participation approach to let employees help with the decision-making: the President of the United States shares power and the decision-making process with Congress.
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What is a Laissez-faire leader?
Laissez-faire leaders use the hands-off approach and let the staff or team do all the work: a school principal holds a team meeting to ask the team to solve the school attendance issue.
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What is a task-oriented
Task-oriented leaders are most concerned with structure and assigning roles: an editor-in-chief of a newspaper sets mandatory deadlines for article submission.
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What is a people-oriented leader?
People-oriented leaders are most concerned with their relationship with employees: the principal of a school holds individual staff conferences to connect with and coach employees.
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What is an opportunistic leader?
Opportunistic leaders use any combination of leadership approaches for personal advancement: a CEO enlists only the help of his best-performing employees to help solve company issues but uses his power of authority to control the lesser-performing employees.
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How do behavior and trait theories of leadership differ?
The main difference is the process of becoming a leader. In the trait leadership theory, people can become leaders more quickly because they were born with the necessary skills. In the behavioral leadership theory, however, people can only become leaders after learning leadership skills. For example, a natural-born leader inherently has the leadership skill of adaptability, whereas another person may need to learn this skill.
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