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Leadership > Leadership: Leadership > Flashcards

Leadership: Leadership Flashcards

1
Q

Leadership styles affect an employees

A
  • Ability to make decisions that affect their work.
  • Sense of responsibility to the organization or team.
  • The standards they seek to meet or exceed.
  • Belief that they will be rewarded for their work.
  • An understood mission and shared values.
  • A feeling of commitment to a shared goal.
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2
Q

What is the most effective approach to leadership?

A
  • There is no single effective approach
  • Different approaches may be more or less effective in achieving results under certain conditions or environments
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3
Q

Six approaches to leadership

A
  1. Coercive
  2. Authoritative
  3. Affiliative
  4. Democratic
  5. Pacesetting
  6. Coaching
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4
Q

Coercive leadership approach

A

The leader puts a vision or solution on the team and demands that the team follow this directive.

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5
Q

Coercive leadership approach is effective when

A

During crises when immediate and clear action is required

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6
Q

Coercive leadership approach is ineffective when

A
  • When there is not a crisis
  • It can damage employees’ sense of ownership in their work and motivation.
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7
Q

Authoritative leadership approach

A

The leader proposes a bold vision or solution and invites the team to join this challenge.

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8
Q

Authoritative leadership approach is effective when

A
  • There is no clear path forward
  • Proposal is compelling and captures the team’s imagination
  • Team members have a clear goal and understand their role in the effort and are encouraged to contribute their own ideas and take risks
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9
Q

Authoritative leadership approach is ineffective when

A

The leader lacks real expertise.

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10
Q

Affiliative leadership approach

A
  • Leader creates strong relationships with and inside the team, encouraging feedback.
  • The team members are motivated by loyalty.
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11
Q

Affiliative leadership approach is effective when

A
  • Effective at all times but especially when a leader has inherited a dysfunctional and dispirited team that needs to be transformed.
  • Leader has strong relationship-building and management skills
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12
Q

Affiliative leadership approach is ineffective when

A
  • When used alone
  • Ex: opportunities to correct or improve performance may not be taken because the affiliative leader fears damaging a relationship.
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13
Q

Democratic leadership approach

A

Leader invites followers to collaborate and commits to acting by consensus.

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14
Q

Democratic leadership approach is efficient when

A
  • The leader does not have a clear vision or anticipates strong resistance to a change.
  • Leaders must have strong communication skills.
  • Team members must be competent
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15
Q

Democratic leadership approach is inefficient when

A

Time is short, since building consensus takes time and multiple meetings.

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16
Q

Pacesetting leadership approach

A

The leader sets a model for high performance standards and challenges followers to meet these expectations.

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17
Q

Pacesetting leadership approach is effective when

A

Teams are composed of highly competent and internally motivated employees.

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18
Q

Pacesetting leadership approach is ineffective when

A
  • Expectations and the pace of work become excessive and employees become tired and discouraged.
  • Leader is too focused on the task and does not give enough time to activities that motivate team members (ex: feedback, relationship building, rewards)
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19
Q

Coaching leadership approach

A
  • The leader focuses on developing team members’ skills
  • Believe that success comes from aligning the organization’s goals with employees’ personal and professional goals.
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20
Q

Coaching is effective when

A
  • Leaders are highly skilled in strategic management, communication, and motivation
  • Leader can manage their time to include coaching as a primary activity.
  • Team members must also be receptive to coaching.
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21
Q

Coaching is ineffective when

A

Employees resist changing their performance.

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22
Q

Universal Characteristics That Detract from Leadership

A
  • Asocial (doesn’t value relationships)
  • Poor at communicating (both sending and receiving messages)
  • Noncooperative
  • Irritable
  • Egocentric
  • Ruthless
  • Dictatorial
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23
Q

Effective HR leaders:

A
  • Develop and coach others.
  • Build positive relationships.
  • Model their values and fulfill their promises and commitments.
  • Have functional expertise.
24
Q

Ineffective HR leaders:

A
  • Focus internally rather than externally
    • Fail to look past HR to the organization’s internal and external stakeholders.
  • Lack strategic perspective, focusing on short-term objectives and daily tasks.
  • Do not anticipate or react well to change.
  • Resist “stretch” goals and act as a drag on the organization’s attempts to innovate.
25
Q

Leadership theories

A
  • Default styles leaders will have
  • Unlike approaches, these typically do not change
26
Q

Leadership theory types

A
  • Trait theory
  • Behavioral theories
  • Situational theories
  • Emergent theory
27
Q

Trait Theory of leadership

A
  • Leaders have certain innate characteristics that followers do not possess and probably cannot acquire
  • Equates these characteristics and leadership but without evidence.
  • May discourage leader development by implying that the ability to lead cannot be acquired with study and practice.
28
Q

Trait theory types of characteristics

A
  • Physical characteristics (ex: strength, stamina)
  • Personal traits (decisiveness, integrity)
29
Q

Trait theory is also known as

A

Great man theory

30
Q

Behavioral Theories of leadership

A

Leaders influence group members through certain behaviors.

31
Q

Behavioral Theories Include

A

Blake-Mouton Theory

32
Q

Blake-Mouton Theory

A
  • Leadership involves managing:
    1. Tasks
      • Work that needs to get done to attain goals
    2. Employees
      • Relationships based on social and emotional needs
33
Q

Five types of managers considered a leader under Blake-Mouton Theory

A
  1. Country club
  2. Impoverished
  3. Authoritarian
  4. Middle-of-the-road
  5. Team leader
34
Q

Country club managers

A
  • Low task, high relationship
  • Creates a secure atmosphere
  • Trusts individuals to accomplish goals
  • Avoids punitive actions to not jeopardize relationships
35
Q

Impoverished managers

A
  • Low task, low relationship
  • Uses a “delegate-and-disappear” management style.
  • They detach themselves, often creating power struggles.
36
Q

Authoritarian managers

A
  • High task, low relationship
  • Expect people to do what they are told without question and tend not to foster collaboration.
37
Q

Middle-of-the-road managers

A
  • Midpoint on both task and relationship
  • Get the work done but are not considered leaders.
38
Q

Team leaders

A
  • High task, high relationship
  • Lead by positive example
  • Foster a team environment
  • Encourage individual and team development.
39
Q

Situational Theories of leadership

A
  • Believes that leaders can flex their behaviors to meet the needs of unique situations
  • Use both task or directive behaviors and relationships or supportive behaviors with employees
40
Q

Situational Theories of leadership includes

A
  • Hersey-Blanchard Situational Leadership
  • Fiedler’s Contingency Theory
  • Path-Goal Theory
41
Q

Hersey-Blanchard Situational Leadership

A
  • Leaders adapt their behaviors to meet the evolving needs of team members.
  • Behaviors involve tasks and relationships.
  • As team members grow in skill and experience, leaders supply the appropriate behavior
42
Q

In Hersey-Blanchard Situational Leadership

As team members grow in skill and experiences, leaders supply the appropriate behavior

A
  1. Telling
  2. Selling
  3. Participating
  4. Delegating
43
Q

When is telling used in Hersey-Blanchard Situational Leadership

A

Used when the employee is not yet motivated or competent

44
Q

When is selling used in Hersey-Blanchard Situational Leadership

A

When increasingly competent employee still needs focus and motivation (“why are we doing this”)

45
Q

When is participating used in Hersey-Blanchard Situational Leadership

A

When competent workers can be included in problem solving and coached on higher skills.

46
Q

When is delegating used in Hersey-Blanchard Situational Leadership

A

When very competent team members can benefit from greater levels of autonomy and self-direction.

47
Q

Fiedler’s Contingency Theory

A

Leaders change the situation to make it more “favorable,” more likely to produce good outcomes.

48
Q

Fiedler’s Contingency Theory “Situation favorableness” occurs when

A
  • Leader-member relationships are strong.
  • Task structure and requirements are clear.
  • The leader can exert the necessary power to reach the group’s goal.
49
Q

Fiedler’s Contingency Theory unfavoriable situations can be changed to improve group (and leader) effectiveness by

A
  • Improving relations between the leader and the team
  • Changing aspects of the task
    • Ex: more resources or breaking down project
  • Increasing or decreasing the leader’s exercise of power
    • Ex: increase team involvement and ownership of ideas
50
Q

Path-Goal Theory

A
  • Focuses on the leader’s role in coaching and developing followers’ competencies.
  • Leader performs the behavior needed to help employees stay on track toward their goals.
51
Q

Path-Goal Theory employee need types

A
  • Directive
  • Supportive
  • Achievement
  • Participative
52
Q

Directive role need under Path-Goal Theory

A

Help the employee understand the task and its goal.

53
Q

Supportive role need under Path-Goal Theory

A

Try to fulfill employee’s relationship needs.

54
Q

Achievement role need under Path-Goal Theory

A

Motivate by setting challenging goals.

55
Q

Participative role need under Path-Goal Theory

A

Provide more control over work and leverage group expertise through participative decision making.

56
Q

Emergent Theory

A

Leaders are not appointed but emerge from the group, which chooses the leader based on interactions.

Leadership (6 decks)

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