Leadership Exam Flashcards
Situational Leadership
Most taught leadership theory. Can be applied to anyone at anytime. Is a chameleon theory (diff situations)
Is a contingency theory - you the leader have to change behavior based on followers
Servant leaders should have a desire to serve first.
S4 - Promotes self reliance
S3 - Creates confidence + skill
S2 - Compel followers
S1 - Step-by-Step instructions w/ close supervision
Cons:
Takes on direct communication
1 on 1: Psychology used a lot in USA
Can’t use this in a socialistic country
Herzberg 2 Factor Theory
White Collar Study, late 1950s interviewed engineers and accountants.
2 ?’s:
- Recall a time that you were satisfied / dissatisfied with your job.
Salary / Wage is not a motivator because it is expected within a job
Hygiene Factors
* Administration at the workplace
* Policies
* Status
* Supervision
* Working conditions
Motivation Factors
* Advancement
* Good Work
* Job Empowerment
* Recognition
* Responsibility
K.I.T.A (Kick in the Ass) Factors:
- Providing incentives / threats to make someone do something
4 possible outcomes:
Low Hygiene, High Hygiene,
Low Motivation, High Motivation
- Low Hygiene / Low Motivation
- Low Hygiene / High Motivation
- Cheapest / 70 - 80% used in USA - High Hygiene / Low Motivation
- High Hygiene / High Motivation
Servant Leadership
Leadership / Management works for the worker / employee.
Fastest growing leadership in the USA (due to covid)
12 Elements:
* Empathy / Listening
* Awareness
○ Understanding issues
* Building Community
○ Allows better community through employees / institution
* Foresight
○ Lessons from past / possible outcomes
* Healing
○ Overcoming setbacks / working through them to learn
* Stewardship
* Commitment to growth of people (important)
○ People have value to company other than what they show originally
○ Tuition Assistance
* Conceptualization
* Persuasion
* Humility
* Calling
○ Working towards bigger goal
* Empowerment
○Given authority to do something on your own and given the resources to do it.
Cons:
* Managers not used to this style
* Workers can take advantage of this by setting their own hours / work / pace of work
3 C’s of Servant Leadership:
§ Compassion □ Caring for staff § Character □ Honest / Hardworking § Competence □ Making sure staff is well-trained
Transformational + Transactional Leadership
Transformational:
Transformational Leaders don’t care about the day to day stuff
Encourages people to come up with their own ideas.
- Individualized Consideration
○ Tends to each followers needs - Intellectual Stimulation
- Inspirational Motivation
- Idealized Influence
Transactional:
Focuses on exchanging rewards / punishments with followers in order to accomplish goals.
Clear chain of command
2 different kinds
- Active: Watching the thing being done
- Passive: Gives duty and expects it to be done by certain time
Similarities:
* Communication
* Leadership Influence
* Organizational Goals
* Leadership Presence
Differences:
* Hierarchies * Vison v. Goals ○ USA 3-5 Years ○ Japan - 20 Years ○ China - 25 Years * Ethics v. Reward and Punishment * Free thinking v. Structure
Maslow’s Hierarchy of Needs
Criticisms:
- Human behavior not universal - Cultural + Regional differences - Lower levels don't need to be filled for self-actualization - Unscientific approach
Study done on USA males on college students, 200 of freshman class at Brooklyn College in 1942.
○ They were dodging the war ○ rich ○ all white ○ Is a 18 year old boys wish list ○ Is an INVALID theory! ○ Created scientific management to publish this theory
Only 3-5% actually reach self-actualization
House’s Path Goal Theory
Contingency Theory
- Personal behaviors influence characteristics
- Leaders can influence perception of team members
Emphasizes leaders prioritizing goals and not getting in way of team members goals
4 Different Principles:
* Clarifying goals * Removing obstacles * Providing support * Tailoring leadership style
Goal - Based Theory
Give them the goal and then stand away to let them achieve the goal + removing obstacles
4 Leadership Styles
- Directive
○ Planning activities for team w/ objectives and rewards
○ Directly monitor team progress - Supportive
○ Creating supportive + friendly work environment
○ Enhance job satisfaction + boosting confidence - Participative
○ Involving members in decision making progress - Achievement-Oriented
○ Setting difficult goals
○ high expectations for team members
○ Strive for excellence
How to apply it:
* Goal alignment * Personal support * Clear communication * Recognition * Positive work environment * Lead by example
2 Situational Variables:
* Characteristics of Team Members * Overall Work Environment
Is an incomplete theory, but still valid and works just fine!
Hackman’s and Oldham’s Skill Theory
The job motivates the worker not the manager
Core Job Characteristics:
- Skill Variety
○ Range of skills needed to complete job - Task Identity
○ Degree of how much task they can do beginning to end
○ Can complete task from beginning to end (do the entire job yourself) - Task significance
○ How much value task adds to company - Autonomy
○ Amount of decision they have w task - Feedback
○ Measures amount of info worker receives on performance
Critical Psychological States:
- Experience meaningful work
- Experience responsibility of outcomes
- Knowledge of the actual results of the work activities
Outcomes:
- High eternal work motivation
- High quality work performance
- High work and job satisfaction
- High work abstinence
Moderators:
- Knowledge + Skill
- Growth needs strength
○ How badly someone wants to accomplish and learn from a task - “Context” satisfaction
Motivational Potential Score (MPS)
- High MPS
○ Employee more satisfied w job - Low MPS
○ Job may lack certain characteristics to motivate others - MPS Range
○ 1-333 - Average Score
○ 128
1-3 years at job dissatisfied before leaving (avg overall)
Job Crafting
Proactively reshaping / designing own job
3 Forms
* Tasks boundaries
○ Can do more fewer or diff tasks w/ job
- Relational Boundaries
○ creating, maintaining, modifying, or eliminating relationships w/ others at work - Cognitive Boundaries
○ When employees reframe their mindset regarding the perception and interpretation of the meaning of purpose of job tasks
○ (Finding purpose / meaning) in job
Motivations for Job Crafting:
- Assert control over their job
- Create and sustain a positive self-image
○ Sense of accomplishment - Make connections w/ others
○ Enhance relationships w those around them to create positive support network - Manage job’s demands and available resources
○ Align tasks w/ personal preferences
Benefits:
- Improves relationships and performance at work
- Enhanced meaningfulness and recognition at work
- Improved work identity
○ See impacts of their work and enhances sense of identity - Greater job satisfaction
○ Align tasks w/ interests and strengths
Ideals and job crafting helps solve disengaged + actively disengaged workers
Idiosyncratic Deals
Individual Negotiation
* Employee going to manager
3 Types
- Task
○ Create / Alter - Flexible
○ Location / schedule - Developmental
○ Training
Characteristics
- Individual negotiation
- Mutual benefits
○ Ideals win-win situations ideally - Vary in Scope
Motives
- Desire for greater person job fit
- Occupational needs
Organizational Benefits
- Managers can learn how to help employees manifest their own empowerment at a low cost
- Empowers employees to both advance the employee’s resources and
Ideals and job crafting helps solve disengaged + actively disengaged workers
Substitutes for Leadership Theory
Different tasks can neutralize or substitute effectiveness of leadership
-Leaders are not needed all the time
-Unnecessary most of the time
Factors
- Professionalism
○ If trained properly leaders no needed - Routine Tasks
○ Tasks that are routine and well structured - Team Cohesion
Neutralizers
- Dissatisfaction in Rewards
- Lack of trust in leader
Case Study 1
- Small Office in Albania, buddy system for new hires instead of a manager to train them, equal level subordinates train them so manager can make decisions for business.
○ HR system
○ Less supervisory work, more strategic leadership
Case Study 2
- Private Sector Mental healthcare organization in Netherlands
○ 5k individuals in working units
○ Self-managed teams
Goal Setting Theory
Theory about how to reach your goals
5 principles
Clarity
Challenge
Commitment
Feedback
Task complexity
Recommend sharing goals
* Increases accountability to reach goal
Timelines are good for goals
How to implement this theory
- Follow 5 principles
- Define
- Setting SMART goals
○ Not specific to this theory - Provide regular feedback
- Implement any changes
Has to be very challenging goal ,but still possible
McGregor’s Theory X and Theory Y
Did study at company in Midwest, good workers leaving, bads staying. Hard and soft managers w/ nothing in-between.
Union employees at manufacturing shop, no more than high school diploma.
(Blue Collar Theory)
Why did this occur?
○ Theory Y workers managed by Theory X managers
○ Theory X workers managed by Theory Y managers
Authoritative (Theory X)
Participative (Theory Y)
- Evaluate the workplace
- Based on conditions in the workplace, managers choose their leadership style
Hard v. Soft Managers
- Hard
○ Lean to X
○ Holds you accountable to work, 1 on 1
○ Micro-managers
○ In your face, never go away, strict,
○ 50% of workforce - Soft
○ Lean to Y
○ more freedom
○ willing to help
○ Think they are there to help subordinate
○ 50% of workforce
○ Rarely near worker
Theory X
- Hard managers. 100% of them believed all employees were Theory X
- Assumes employees aren’t motivated
- Carrot and Stick method
○ Rewarding them - carrot
○ Punishing them - stick - This theory is just stick method cause managers can’t really reward.
Theory Y
- Assumes employees are motivated
- Managers give employees more freedom
- 100% of soft manager believed all employees were Theory Y
- Managers collaborate more with employees and give more freedom with their work.
When to use:
Theory X
* New + Young employees
* Repetitive Work
Advantages of Theory X
* Supervised directly * Regularly there for criticism * External rewards (when given) * Oversee employee activities
Theory Y
* Experts + senior employees
* Flat structure
Advantages of Theory Y
* Trusting relationships * Employee freedom * Less direct stress * Employees are more confident with sharing ideas
McClelland’s Achievement Motivation Theory
Influenced by Maslow’s Hierarchy of Needs
Maslow was THE guy so if you didn’t side with him your theory would be outcast.
3 basic needs
- Achievement
○ Driven by urge to excel
§ Aim higher, higher goals bigger urge
○ High performance
○ Mediocre risks
§ High risks -> fear not achieving
§ Low risk -> too easy not fulfilling
○ Require praises
Con: High desire for achievement need to delegate tasks
- Affiliation
○ Strong desire for interpersonal relationships, social interaction
○ Cooperative
○ Seek out peaceful relationships
○ Steer clear of confrontation
- Power
○ Organizational Power
○ Personalized Power
○ Control
○ Influence
○ Driven to leadership roles
○ Also demand loyalty
1 is dominant in every individual, influenced by culture and lifestyle
Variability of needs
- Everyone’s level of these 3, fluctuate
- People may exhibit a predominant need
High achievement -> do better in group projects
Criticisms:
Cultural Bias
* Motivational need vary across cultures
Situational Influence
* May impact an individual’s motivation
Conclusion:
* Provides insights into forces behind human behavior
Achievers
* Give more difficult tasks, no group work, they want it done their way.
* Achievers hate affiliates
Power
* They want your job, put them in positions of power that you can control
Affiliates
* Hate working by self
LMX Theory (Leader-Member Exchange)
Most applicable theory ever. Subconsciously applied
Based on role theory and social exchange theory
Leaders inclined to invest more time to in groups
Leaders who foster relationships with members have better productivity
leaders develop different dyadic relationships w various group members
-Dyad (group of 2 / interaction)
3 Stages
- Role Taking (1st day of job)
○ Team members first join group, evaluate skills
○ Stranger -> Acquaintanceship -> Partnership
if fail put into out-group takes ~ (1 week - 90 days)
- Role Making
○ Expect new team members to work hard, be loyal, and prove trustworthiness and adapt to new role
○ In-Group
§ Team members + Managers
□ Get most attention from managers and challenging/interesting work
□ Get advancement opportunities
○ Out-Group
§ Opposite of In
§ Might see them as unproductive / unreliable
Group decision takes within 6 months
- Routinization
○ Routines built between members + managers and roles established
○ In-Group members work to maintain the good opinion
○ Out-Group members may start to dislike or distrust managers
○ Once in Out-Group hard to get out once established
Easiest way to go from in-out is breaking trust
Negative affectivity (complain) -> out-group
Building Blocks (Key Concepts)
* Exchange
* Trust
* Respect
* Obligation
Using LMX
- Identify out-group (Leader’s choice)
○ Chances for redemption
§ “feel” for them
§ Greatest challenge for managers
- Re-establish these relationships
a. Make effort to re-build these relationships
b. 1-on-1 meeting can help
c. Discover what truly motivated them
d. Continue to touch base w/ them and see if they need assistance w/ tasks and projects
- Provide Opportunities
a. Equality for all
b. Out-Group benefit
c. low-risk opportunities to test/grow their skills
Vrooms Expectancy Theory
Victor Vroom
3 things that motivates
Expectancy
Instrumentality
Valence
- Expectancy (1st)
○ Measures persons confidence and getting expected results
○ Individuals beliefs in themselves○ Can I do it? - Instrumentality (2nd)
○ Measures to an extent of what an individual believes that the manager will deliver rewards as promised.○ What’s in it for me? - Valence (3rd)
○ Measures the value someone attaches to an award
□ extrinsic
□ External source giving you something
□ intrinsic
□ Self-worth ( how you feel doing something and completing something)○ Do I care? (about the outcome) ○ Do I like the reward?
We ask these 3 questions all the time
- As a manager be sure they can answer all these questions positively
If one of these 3 lacked than there is no motivations
Motivation = E x I x V
