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LPO Test 2 > LPO Final > Flashcards

LPO Final Flashcards

1
Q

Challenge with leadership

A

There are so many models out there

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2
Q

Trait theories

A

“good leaders are born”
(personality. emotional intelligence, charismatic, gender)

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3
Q

Assumption about trait theories

A

great leaders excel because they have the right traits

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4
Q

Traits associated with leadership

A

Extraversion, charisma( not always good), confidence, being male, height

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5
Q

Leader emergence doesn’t mean leader effectiveness

A

research shows that extraverted leaders aren’t better but just seem like they are

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6
Q

gender differences in leadership

A

it has declined over time, but overall women are less likely to emerge as leaders

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7
Q

Leadership gender behaviours effectiveness

A

mostly small, likelihood that women use democratic styles and men more lassez-faire

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8
Q

Behavioral theories

A

“we can train people to be good leaders”
(initiating structure)

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9
Q

Assumption about behaviour theories

A

behaviours can be adapted

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10
Q

key factor of behaviour compared to trait

A

adaptability

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11
Q

Blake and Mouton

A

effective leaders balance people and production (work hard and be nice)

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12
Q

Transformative leadership

A

visionaries, inspirational, intrinsic motivation, change-heavy environment, small firms, leaders directly interact

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13
Q

Transactional leadership

A

rewards, consistency, stability, extrinsic motivation, clear expectations, reliable, straightforward

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14
Q

negative about transformative leadership

A

can push teams toward burnout if the sole focus is the vision

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15
Q

negative about transactional leadership

A

not the best with unexpected roadblocks

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16
Q

controversy between transformative and transactional

A

usual obsessed with transformative type, whereas transactional is what makes most organizations work well. both are necessary!

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17
Q

Distributed leadership

A

giving everyone a piece of the puzzle (shared responsibility, team input, goals)

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18
Q

key components of distributed leadership

A

team heavy, flexibility, innovated environments, cohesive, people feel empowered

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19
Q

negative about distributed leadership

A

without clear boundaries, it can become “too many cooks in the kitchen” syndrome, especially in urgent times

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20
Q

servant leadership

A

supportive leader who’s as invested in your success as you are

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21
Q

key components of servant leadership

A

team’s growth and well-being come first (happy people produce great work)

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22
Q

negative to servant leadership

A

struggle with assertive decision when stakes are high or competitors are tough

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23
Q

trick to servant leadership

A

balancing servant leadership with moments of decisiveness and boundary setting

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24
Q

Contingency theories

A

successful leadership depends on the situation (choose your own adventure)

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25
Q

key components of contingency theories

A

depends how well it compensates for whatever’s missing, flexible, no one-size-fits-all

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26
Q

negative to contingency theories

A

lack of consistency, making it challenging to manage fast-paced high-stake environment

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27
Q

Fieldler contingent model of leader-situation Matches

A

there’s not one best style

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28
Q

negative to fielder contingent model

A

a leaders style is assumed to be fixed

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29
Q

why is a leaders style fixed?

A

based on life experience, least preferred coworker test

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30
Q

Hersey-blanchard situational leadership model

A

good leadership depends on follower maturity (beginner –> achievers)

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31
Q

components of hersey-blanchard model

A

S1- Telling
S2- Selling
S3- Participating
S4- Delegating

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32
Q

Intrinsic motivation

A

motivation that comes from a person’s internal desire to do something

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33
Q

extrinsic motivation

A

motivation that comes from outside the person

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34
Q

examples of intrinsic motivation

A

due to intrest, challenge or personal satisfaction

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35
Q

example of extrinsic motivation

A

pay, bonuses, tangible rewards

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36
Q

Theory X

A

assumes people are not internally motivated and must be coerced into working

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37
Q

Theory Y

A

assumes that people are intrinsically motivated and no extrinsic motivators are required

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38
Q

motivation effects on employees

A

employee do better work when intrinsically motivated (when rewards are added in can decrease motivation for simple tasks)

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39
Q

Which one was popular first

A

extrinsic motivation

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40
Q

Frederick Winslow Taylor 1900s

A

Use rewards and punishments to get more of the behaviour you want. Measure everything and dictate every step an employee takes.

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41
Q

Equity Theory 1960s John Stacey Adams

A

when people think they are being under rewarded they generally: try to get more outmodes, decrease their output or compare against somebody else

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42
Q

why is equity theory unique

A

it involves social comparisons between people

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43
Q

Leaders can influence how people do input

A

by making comparisons to there firms or by increasing transparency of how outcomes are determined

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44
Q

Hawthorne Studies 1920/30s

A

found that worker behaviour was highly influenced by group norms and expectations and that individual productivity was influenced by the standard the group sets

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45
Q

popularity of Hawthorne studies

A

their findings have been widely used in understanding group interactions an motivation

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46
Q

Maslow’s hierarchy of needs 1943

A

motivation gradually grows more from extrinsic factors to more intrinsic factors (Evidence doesn’t back this up!!)

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47
Q

Parts of Maslow’s hierarchy of needs

A

psychological, safety, social, esteem, self-actualization

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48
Q

key components of extrinsic motivation

A

short term, quick and easy, more control, unethical behaviours, cannot switch to intrinsic, more expensive, competition

49
Q

key components of intrinsic motivation

A

long term, harder to implement, passion is needed, less likely for fraud, you can switch to extrinsic, cheaper but time costs, team collaboration

50
Q

which motivation is better?

A

they achieve different goals and have appropriate situations for either

51
Q

Power

A

an agents potential to influence attitudes/behaviours among target people and events

52
Q

capability to influence

A

may or may not be exercised (teachers)

53
Q

formal/informal

A

target power is dependent on the power holder

54
Q

bidirectional

A

leader is as good as their team, leader is dependent on the team performance-team members have power over leader

55
Q

power applies to

A

individuals and groups

56
Q

scarcity

A

limited availability of resources, authority, or control that are needed influence and achieve goals

57
Q

Office Snack Attack example

A

a company’s snack budget is under threat

58
Q

Six bases of power

A

legitimate, reward, coercive, expert, referent and informational

59
Q

Coercive power

A

based on fear, threatening someone ex. bullies

60
Q

Reward power

A

the person is able to give special benefits/rewards to people ex. pay raise

61
Q

Legitimate power

A

any superior in official hierarchy ex. boss

62
Q

Information power

A

the person and data/knowledge that you need ex. witness to a crime

63
Q

Negative to informational power

A

organized detrimentally (imploded relationships) ex. gossip

64
Q

Negative to bases of power

A

Coercive, reward and legitimate are the least effective because they are the easiest to implement

65
Q

which one don’t last long term

A

resistent and compliance

66
Q

Soft tactics

A

methods that rely on subtlety, collaboration, and personal connection rather than force or authority

67
Q

hard tactics

A

Influence methods that rely on authority, pressure, or coercion to achieve compliance

68
Q

Expert power

A

person has experience and knowledge to earn your respect and defer your judgement in some matters ex. doctor

69
Q

Referent Power

A

You like the person and enjoy doing things for them ex. your mom

70
Q

Rational persuasion

A

involves the use of explanations, logical arguments and factual evidence that a proposal/request will provide the team

71
Q

types of power related to rational persuasion

A

expert, information and referent

72
Q

when does rational persuasion work best?

A

when you have supporting evidence and target and agent have similar objectives

73
Q

Inspirational appeals

A

attempt the develop enthusiasm and commitment by arousing strong emotions and linking a proposal to targets values

74
Q

types of power related to inspirational appeals

A

referent power

75
Q

when does inspirational appeals work best?

A

with excellent communication and the ability to use imagery and metophors

76
Q

Collaboration

A

an offer by the agent to provide resources needed by the target to carry out a request or assignment.

77
Q

what types of power are need for collaboration

A

expert, information and maybe legitimate power

78
Q

when does collaboration work best?

A

when target needs additional support

79
Q

Consultation

A

attempt to increase the targets commitment to carry a request or support a proposal by involving the person in determine how it will be done

80
Q

what power does consultation need?

A

expert and referent power

81
Q

when does consultation work best?

A

when a target agrees objective is worthwhile

82
Q

Apprising

A

explaining why a request or proposal will benefit the target as an individual

83
Q

what power do you need for apprising

A

expert, information and referent power

84
Q

when does apprising work best?

A

when target doesn’t realize the personal benefits

85
Q

Ingratiation

A

behaviour that makes the target feel accepted and appreciated

86
Q

what power do you need for ingratiation

A

referent power

87
Q

when does ingratiation work best

A

when it seems sincere

88
Q

Personal appeals

A

asking someone to do a favour based on friendship or loyalty

89
Q

what power do you need for personal appeals

A

referent power

90
Q

what works best for personal appeals

A

works best when the agent has a friendship with the target

91
Q

Exchange tactics

A

an offer by the agent to reward the target

92
Q

power needed for exchange tactics

A

reward power

93
Q

when does exchange power work best

A

when target is indifferent or reluctant to the task

94
Q

Legitimating

A

attempts to establish the authority to make a task-related request

95
Q

what power does legitimating need

A

legitimating power

96
Q

when does legitimating work best

A

when authority is ambiguous or the legitimacy of request isn’t clear

97
Q

Coalition

A

the assistance of other people in effort to influence target person

98
Q

What types of power for coalition

A

referent, expert and information

99
Q

what works best for coalition

A

when combined with other types of proactive influence tactics

100
Q

Pressure

A

threats, warnings, demands and repeated checking with target to see if request has been done

101
Q

type of power with pressure

A

coercive power

102
Q

when does pressure work best

A

when you can undermine relationships and lead to resistance (Last resort!)

103
Q

Which one should you use? Article

A

How do I get my way? The Leadership Quarterly

104
Q

Positive relationship with task and relationship outcomes

A

rational persuasion, inspirational appeal and collaboration

105
Q

Negative relationship with tasks

A

pressure and legitimating

106
Q

negative relationship with relationships

A

pressure

107
Q

upward influence tactics

A

rational persuasion

108
Q

downward influence

A

rational persuasion, inspirational appeal and ingratiation

109
Q

conclusion about influence tactics

A

more is not necessarily better. positive tactics worked better on their own and ended with no effect when mixed

110
Q

How to choose?

A

consider goals, sources of power, efficacy of influence tactics, intrinsic vs extrinsic, timeline

111
Q

Most powerful management tools

A

listening and questioning

112
Q

meta-analysis with 18 studies

A

people loved to be coached, helps improve soft skills

113
Q

Listening

A

experts say 10%, it can keep focus on the employee and prevent manager from giving too much advice

114
Q

Types of questions

A
  1. open ended (90%)
  2. closed ended (9%)
  3. why questions (1%)
115
Q

Goal

A

what do we want to achieve by the end of this meeting?

116
Q

Reality

A

What is happening now? What resources do we have or need?

117
Q

Will

A

What can we commit to, who will do it by when?

118
Q

Options

A

What ides can we come up with to achieve our goal?

LPO Test 2 (2 decks)

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