LPO Final Flashcards
Challenge with leadership
There are so many models out there
Trait theories
“good leaders are born”
(personality. emotional intelligence, charismatic, gender)
Assumption about trait theories
great leaders excel because they have the right traits
Traits associated with leadership
Extraversion, charisma( not always good), confidence, being male, height
Leader emergence doesn’t mean leader effectiveness
research shows that extraverted leaders aren’t better but just seem like they are
gender differences in leadership
it has declined over time, but overall women are less likely to emerge as leaders
Leadership gender behaviours effectiveness
mostly small, likelihood that women use democratic styles and men more lassez-faire
Behavioral theories
“we can train people to be good leaders”
(initiating structure)
Assumption about behaviour theories
behaviours can be adapted
key factor of behaviour compared to trait
adaptability
Blake and Mouton
effective leaders balance people and production (work hard and be nice)
Transformative leadership
visionaries, inspirational, intrinsic motivation, change-heavy environment, small firms, leaders directly interact
Transactional leadership
rewards, consistency, stability, extrinsic motivation, clear expectations, reliable, straightforward
negative about transformative leadership
can push teams toward burnout if the sole focus is the vision
negative about transactional leadership
not the best with unexpected roadblocks
controversy between transformative and transactional
usual obsessed with transformative type, whereas transactional is what makes most organizations work well. both are necessary!
Distributed leadership
giving everyone a piece of the puzzle (shared responsibility, team input, goals)
key components of distributed leadership
team heavy, flexibility, innovated environments, cohesive, people feel empowered
negative about distributed leadership
without clear boundaries, it can become “too many cooks in the kitchen” syndrome, especially in urgent times
servant leadership
supportive leader who’s as invested in your success as you are
key components of servant leadership
team’s growth and well-being come first (happy people produce great work)
negative to servant leadership
struggle with assertive decision when stakes are high or competitors are tough
trick to servant leadership
balancing servant leadership with moments of decisiveness and boundary setting
Contingency theories
successful leadership depends on the situation (choose your own adventure)
key components of contingency theories
depends how well it compensates for whatever’s missing, flexible, no one-size-fits-all
negative to contingency theories
lack of consistency, making it challenging to manage fast-paced high-stake environment
Fieldler contingent model of leader-situation Matches
there’s not one best style
negative to fielder contingent model
a leaders style is assumed to be fixed
why is a leaders style fixed?
based on life experience, least preferred coworker test
Hersey-blanchard situational leadership model
good leadership depends on follower maturity (beginner –> achievers)
components of hersey-blanchard model
S1- Telling
S2- Selling
S3- Participating
S4- Delegating
Intrinsic motivation
motivation that comes from a person’s internal desire to do something
extrinsic motivation
motivation that comes from outside the person
examples of intrinsic motivation
due to intrest, challenge or personal satisfaction
example of extrinsic motivation
pay, bonuses, tangible rewards
Theory X
assumes people are not internally motivated and must be coerced into working
Theory Y
assumes that people are intrinsically motivated and no extrinsic motivators are required
motivation effects on employees
employee do better work when intrinsically motivated (when rewards are added in can decrease motivation for simple tasks)
Which one was popular first
extrinsic motivation
Frederick Winslow Taylor 1900s
Use rewards and punishments to get more of the behaviour you want. Measure everything and dictate every step an employee takes.
Equity Theory 1960s John Stacey Adams
when people think they are being under rewarded they generally: try to get more outmodes, decrease their output or compare against somebody else
why is equity theory unique
it involves social comparisons between people
Leaders can influence how people do input
by making comparisons to there firms or by increasing transparency of how outcomes are determined
Hawthorne Studies 1920/30s
found that worker behaviour was highly influenced by group norms and expectations and that individual productivity was influenced by the standard the group sets
popularity of Hawthorne studies
their findings have been widely used in understanding group interactions an motivation
Maslow’s hierarchy of needs 1943
motivation gradually grows more from extrinsic factors to more intrinsic factors (Evidence doesn’t back this up!!)
Parts of Maslow’s hierarchy of needs
psychological, safety, social, esteem, self-actualization
key components of extrinsic motivation
short term, quick and easy, more control, unethical behaviours, cannot switch to intrinsic, more expensive, competition
key components of intrinsic motivation
long term, harder to implement, passion is needed, less likely for fraud, you can switch to extrinsic, cheaper but time costs, team collaboration
which motivation is better?
they achieve different goals and have appropriate situations for either
Power
an agents potential to influence attitudes/behaviours among target people and events
capability to influence
may or may not be exercised (teachers)
formal/informal
target power is dependent on the power holder
bidirectional
leader is as good as their team, leader is dependent on the team performance-team members have power over leader
power applies to
individuals and groups
scarcity
limited availability of resources, authority, or control that are needed influence and achieve goals
Office Snack Attack example
a company’s snack budget is under threat
Six bases of power
legitimate, reward, coercive, expert, referent and informational
Coercive power
based on fear, threatening someone ex. bullies
Reward power
the person is able to give special benefits/rewards to people ex. pay raise
Legitimate power
any superior in official hierarchy ex. boss
Information power
the person and data/knowledge that you need ex. witness to a crime
Negative to informational power
organized detrimentally (imploded relationships) ex. gossip
Negative to bases of power
Coercive, reward and legitimate are the least effective because they are the easiest to implement
which one don’t last long term
resistent and compliance
Soft tactics
methods that rely on subtlety, collaboration, and personal connection rather than force or authority
hard tactics
Influence methods that rely on authority, pressure, or coercion to achieve compliance
Expert power
person has experience and knowledge to earn your respect and defer your judgement in some matters ex. doctor
Referent Power
You like the person and enjoy doing things for them ex. your mom
Rational persuasion
involves the use of explanations, logical arguments and factual evidence that a proposal/request will provide the team
types of power related to rational persuasion
expert, information and referent
when does rational persuasion work best?
when you have supporting evidence and target and agent have similar objectives
Inspirational appeals
attempt the develop enthusiasm and commitment by arousing strong emotions and linking a proposal to targets values
types of power related to inspirational appeals
referent power
when does inspirational appeals work best?
with excellent communication and the ability to use imagery and metophors
Collaboration
an offer by the agent to provide resources needed by the target to carry out a request or assignment.
what types of power are need for collaboration
expert, information and maybe legitimate power
when does collaboration work best?
when target needs additional support
Consultation
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
what power does consultation need?
expert and referent power
when does consultation work best?
when a target agrees objective is worthwhile
Apprising
explaining why a request or proposal will benefit the target as an individual
what power do you need for apprising
expert, information and referent power
when does apprising work best?
when target doesn’t realize the personal benefits
Ingratiation
behaviour that makes the target feel accepted and appreciated
what power do you need for ingratiation
referent power
when does ingratiation work best
when it seems sincere
Personal appeals
asking someone to do a favour based on friendship or loyalty
what power do you need for personal appeals
referent power
what works best for personal appeals
works best when the agent has a friendship with the target
Exchange tactics
an offer by the agent to reward the target
power needed for exchange tactics
reward power
when does exchange power work best
when target is indifferent or reluctant to the task
Legitimating
attempts to establish the authority to make a task-related request
what power does legitimating need
legitimating power
when does legitimating work best
when authority is ambiguous or the legitimacy of request isn’t clear
Coalition
the assistance of other people in effort to influence target person
What types of power for coalition
referent, expert and information
what works best for coalition
when combined with other types of proactive influence tactics
Pressure
threats, warnings, demands and repeated checking with target to see if request has been done
type of power with pressure
coercive power
when does pressure work best
when you can undermine relationships and lead to resistance (Last resort!)
Which one should you use? Article
How do I get my way? The Leadership Quarterly
Positive relationship with task and relationship outcomes
rational persuasion, inspirational appeal and collaboration
Negative relationship with tasks
pressure and legitimating
negative relationship with relationships
pressure
upward influence tactics
rational persuasion
downward influence
rational persuasion, inspirational appeal and ingratiation
conclusion about influence tactics
more is not necessarily better. positive tactics worked better on their own and ended with no effect when mixed
How to choose?
consider goals, sources of power, efficacy of influence tactics, intrinsic vs extrinsic, timeline
Most powerful management tools
listening and questioning
meta-analysis with 18 studies
people loved to be coached, helps improve soft skills
Listening
experts say 10%, it can keep focus on the employee and prevent manager from giving too much advice
Types of questions
- open ended (90%)
- closed ended (9%)
- why questions (1%)
Goal
what do we want to achieve by the end of this meeting?
Reality
What is happening now? What resources do we have or need?
Will
What can we commit to, who will do it by when?
Options
What ides can we come up with to achieve our goal?
