Leadership & Management Flashcards
Define leadership
the ability to
influence a group toward the
achievement of a vision or set
of goals
Difference between manager and leader?
managers are occupied with
operational, day-to-day activities.
leaders are more concerned
about the long-term strategic
vision
What is the the primary goal of
a good leader?
to guide and enable
organizational change
What is meant by “organizations are not closed systems”
they continuously depend on their
environment and internal dynamics
What are external triggers of change?
- economic
- technological
- demographic trends
- norms and regulations
- cultural values
What are internal triggers of change?
- design of new products/services
- appointment of new senior managers
- introducing new training programs
- office/factory relocation
- innovation in manufacturing processes
What pace do researchers advise companies to adopt changes?
The researchers advise a ‘slow and steady’
approach, changing in response to external
conditions, but retaining talented employees. Besides,
constant change can lead to corporate burnouts
What are 5 characteristics of a great leader?
- Setting goals, being thorough, and following up (methodical).
- Supporting, accommodating and including others (sociable).
- Innovating, being curious and ambitious (open to new experiences).
- Taking initiative, clearly communicating (extraverted).
- Dealing with job-related pressure (emotionally stable).
What Fiedler’s Contingency Theory of Leadership does explain?
how the effectiveness of a leader depends on matching their leadership style to the situation, which is defined by three key conditions
What are the 3 conditions in Fiedler’s Contingency Theory of Leadership?
“Leaders work in three sets of conditions: type of tasks, leader’s position of power, leader-member relations.”
Type of Tasks (Structured vs. Unstructured):
Structured tasks: Clear, well-defined tasks with specific procedures and outcomes.
Unstructured tasks: Ambiguous tasks with no clear process or outcome.
Leaders perform differently depending on how much clarity and structure the task provides.
Leader’s Position of Power (task oriented):
The leader’s formal authority to reward, punish, or make decisions.
Leaders with strong positional power (e.g., CEOs) have more control, while those with weak positional power (e.g., team leads with limited authority) have less.
Leader-Member Relations (relationship oriented):
The quality of the relationship between the leader and their team (e.g., trust, respect, and loyalty).
Good relations mean mutual respect and cooperation, while poor relations indicate conflict or lack of trust.
Depending on the combinations of the 3 conditions of Fiedler’s Contingency Theory, what are the two optimal leadership styles?
Task oriented or relationship oriented
What does Hersey and Blanchard situational leadership theory state?
Situational leadership entails determining most
effective style of influencing considering two
dimensions: task behavior (from delegation to specific
instructions) and supportive behavior (from limited
communication to listening/facilitating)
What is referred to with task behavior?
how much guidance and direction the leader provides to their team.
It ranges from low task behavior (delegating responsibilities and trusting employees to manage themselves) to high task behavior (giving clear, specific instructions and closely supervising tasks).
High Task Behavior: Leaders focus on outlining exactly what needs to be done, when, and how. This is essential when team members lack the skills, experience, or confidence to complete tasks independently.
Low Task Behavior: Leaders allow team members to work autonomously, making decisions and managing tasks with minimal input.
What is referred to with supportive behavior?
Supportive behavior refers to how much emotional and social support the leader provides to team members.
It ranges from low supportive behavior (minimal interaction and communication) to high supportive behavior (actively listening, providing encouragement, and facilitating problem-solving).
High Supportive Behavior: Leaders focus on building trust, boosting morale, and fostering collaboration. This is useful when team members are skilled but may need motivation or confidence.
Low Supportive Behavior: Leaders reduce their involvement, assuming team members are confident and self-sufficient.
What are arguments against contingency theories of leadership?
- there is a large body of research which suggests that a considerate, participative
or democratic style of leadership is
generally more effective than a directive, autocratic style - autocratic styles stifle creativity, ignore
available expertise, decreases motivation and commitment - it may be not easy to “read” the context properly or change style “on the go”
