Leadership & Navigation Flashcards
Leaders possess certain innate characteristics that followers do not possess (and probably cannot acquire), such as physical characteristics (e.g., strength, stamina) and personality traits (e.g., decisiveness, integrity). Sometimes referred to as the “Great Man” theory.
It equates these characteristics and leadership but without evidence.
It may discourage leader development by implying that the ability to lead cannot be acquired with study and practice. Has been proven to be false, tall female leaders & smaller leaders!
Trait Theory
Leadership involves managing:
1) Tasks (work that must be done to attain goals).
2) Employees (relationships based on social and emotional needs).
Five types of managers, only one of which (team leader) is considered a leader:
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” management 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 example, foster a team environment, and encourage individual and team development.
Blake-Mouton Theory (behavioral theory)
Leaders adapt their behaviors to meet the evolving needs of team members. As team members grow in skill and experience, leaders supply the appropriate behavior:
Hersey-Blanchard (Situational Leadership)
Leaders change the situation to make it more “favorable,” more likely to produce good outcomes.
Path-Goal Theory (situational leadership)
Leaders are not appointed but emerge from the group, which chooses the leader based on interactions.
Emergent Theory
Daniel Goleman’s six approaches to leadership
(different approaches to get different results)
Examples of formal organization features
Examples of informal organizational features
John French & Bertram Raven’s 5 ways leaders create power
Robert Hurley’s 6 qualities that builds trust
4 ways to use emotional intelligence
Emotional intelligence quotient (EIQ) (5 charteristics/qualities)
Manager vs. Leader
Universal characteristics of Leadership / traits of real leaders
4 Methods of Persuasion
