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INTG 201 > M1: Leadership & Motivation > Flashcards

M1: Leadership & Motivation Flashcards

1
Q

What factors can make communication challenging? Give examples.

A
  1. Context in which the communication takes place
    Ex: noisy, anger.
  2. The media through which the message is transmitted
    Ex: face to face, text, email, zoom.
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2
Q

What are the steps of the communication process?

A
  1. The sender identifies an idea or message to be communicated.
  2. Sender transmits the message after deciding how to express it ( medium to use and how to encode the message)
  3. The receiver receives the message and interprets it. The process by which the receiver attributes meaning to.a message is called decoding
  4. Information travels from the receiver to the sender completing the communication cycle and indicating that the message has been understood or that more clarification is needed.
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3
Q

What is leadership?

A

Purposeful and relational process of influencing others.

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4
Q

What is the primary purpose of leadership?

A

Influencing members to achieve organizational goals and allocate resources.

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5
Q

What is the difference between a manager and a leader?

A

Managing is transactional while leading is transformational.

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6
Q

What is organizational citizenship behaviour?

A

When a leader organizes activities outside of work hours for the benefit of the community as well as creating stronger bonds between employees.
Ex: Fuel Christmas shopping

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7
Q

What is the “trait theory” approach for a leader?

A

Trait theories focuses on personal qualities and characteristics that are considered to make a leader (traits like physical attributes, intellectual ability, and personality). Things you are born with.

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8
Q

What are general traits tied to leadership?

A
  1. Extraversion. 2. emotional intelligence. 3. Self-confidence. 4. Conscientiousness (detail oriented). 5. Openness to experience. 6. Intelligence and knowledge. 7. Drive/ambition. 8. Honesty & integrity. 9. Need for power
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9
Q

What are the limitations of the trait theory?

A
  1. Difficult to establish causality: do these traits lead to leadership or do leaders tend to develop these traits?
  2. Not useful for training: unlike behaviours, traits cannot really be taught
  3. Can lead to discrimination: preconceived stereotypes of a leader (white male&raquo_space;)
  4. Does not take situation into consideration (context): these traits do not always lead to an effective leader.
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10
Q

What is the “behavioural theory” of leadership? Name the 2 behaviours.

A

Focus on leaders’ behaviours (what they do) in group settings. You can train people to be leaders.

  1. Initiating structure/production-oriented
  2. Consideration/employee-oriented
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11
Q

What is “initiating structure” in the behavioural theory of leadership?

A

The extent to which a leader is likely to define and structure his or her role and those of the employees in order to attain goals.

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12
Q

What is “consideration” in the behavioural theory of leadership?

A

The extent to which a leader is likely to have job relationships characterized by mutual trust, respect for employee’s ideas, and regard for their feelings.

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13
Q

What are the contingency theories of leadership?

A
  1. The contingency model
  2. Situational leadership
  3. Path-goal theory
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14
Q

What is the contingency model of leadership? (part of the contingency theories of leadership)

A

Proposes that effective group performance depends on the proper match between the leader’s style (fixed) and the degree to which the situation (variable) gives the leader control.
Does the leader’s style fit the needs of the situation? This determines if the leader will be effective or not.

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15
Q

What is situational leadership? (part of the contingency theories of leadership)

A

Successful leadership depends on selecting the right leadership style contingent of the followers’ readiness (ability and willingness to do a task).

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16
Q

What is the path goal theory? (part of the contingency theories of leadership)

A

It is the leader’s job to provide followers with the information, support, or other resources necessary to achieve their goals.

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17
Q

What is a transactional leader?

A

A task oriented leader that does what is needed to achieve organizational goals without inspiring employees (basic management).

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18
Q

What are the 2 inspirational forms of leadership?

A
  1. Charismatic leadership

2. Transformational leadership

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19
Q

What is charismatic leadership?

A

A leader who exudes enthusiasm and self confidence and motivates people to do more than they normally do. Does not need to be an expert in the field because it is their personality that makes people follow them.

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20
Q

What is a drawback to a charismatic leader?

A

There can be ethical issues associated to it. Ex: Hitler was charismatic

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21
Q

What are the key characteristics of a charismatic leader?

A
  1. They persuasively communicate their vision
  2. They demonstrate a willingness to take risks to achieve their vision
  3. They show sensitivity to how their vision meets followers’ needs
  4. They display extraordinary behaviour
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22
Q

What is a transformational leader?

A

Leaders who inspire their followers to transcend their own self-interests and who are capable of having a profound and extraordinary effect on followers.

23
Q

What is participative leadership and what are the drawbacks?

A

A confident leader who encourages people in the group to voice their opinions (open communication). Can be detrimental in emergency/time sensitive situations and not everyone likes to participate.

24
Q

What is servant leadership?

A

Servant leaders go beyond their self interest and focus on opportunities to help followers grow and develop.

25
Q

What is authentic leadership?

A

Leaders who know who they are, know what they believe in and value, and act on these values and beliefs openly and candidly. Their followers would consider them to be ethical and trustworthy.

26
Q

What is the role congruity theory?

A

Prejudice against female leaders is the result of an incongruity between the perceived characteristics of women and the perceived requirements of leadership roles.

27
Q

What are the perceived female traits?

A

Communal: Caring, sensitive, honest, understanding, compassionate.

28
Q

What are the perceived male traits?

A

Agentic: dedicated, charismatic, intelligent, determined, aggressive.

29
Q

What is motivation?

A

The extent to which persistent effort is directed toward a goal.

30
Q

What is employee engagement?

A

Individual’s emotional and cognitive motivation, particularly a focused, intense, persistent, and purposeful effort.

31
Q

What are the two types of motivation?

A
  1. Extrinsic

2. Intrinsic

32
Q

What is extrinsic motivation?

A

Stems from the work environment, external to the task, usually applied by others.

33
Q

What is intrinsic motivation?

A

Stems from the direct relationship between worker and task, usually self-applied.

34
Q

What are the predictors of motivation and performance?

A
  1. Personality
  2. General cognitive ability
  3. Emotional intelligence
35
Q

What are the two major theories of motivation?

A
  1. Need theories

2. Process theories

36
Q

What is “need theories”? What are the sub-theories?

A

Needs theories focuses on the internal reasons why people engage in behaviours. Suggests individuals engage in behaviours when they feel it will satisfy a need.

  1. Maslow’s Hierarchy of needs
  2. McClelland’s acquired needs theory
  3. Self-determination theory
37
Q

What is Maslow’s Hierarchy of needs?

A

A hierarchy of a person’s needs where the lowest-level unsatisfied need category has the greatest motivating potential. A lower level need must be gratified before moving up. A satisfied need is no longer an effective motivator.

38
Q

What is the hierarchy of Maslow’s Hierarchy of needs? (bottom to top)

A 
Bottom level
5. Physiological needs
4. Safety needs
3. Belongingness needs
2. Esteem needs
1. Self-actualization needs
Top level
39
Q

What is McClelland’s acquired needs theory? What are the needs?

A

There are three important needs that individuals acquire. Everyone possesses a combination of these three needs and the more dominant of the needs drives their behaviour.

  1. Need for achievement
  2. Need for power
  3. Need for affiliation.
40
Q

What is McClelland’s need for achievement? Give position examples.

A
  1. Drive to succeed
  2. Desire to perform challenging tasks well
  3. Desire to better oneself and others
  4. Innovation and long-term involvement
  5. Achieving is intrinsically satisfying
    Ex: Sales, entrepreneurs
41
Q

What is McClelland’s need for affiliation? Give position examples.

A
  1. Desire to establish and maintain close interpersonal relationships
  2. To like others and to be liked
  3. Communicators and networkers
  4. Not into conflict and competition
    Ex: social work, customer relations
42
Q

What is McClelland’s need for power? Give position examples.

A
  1. Desire to influence others and control their environment
  2. Want to make an impression; value personal prestige
  3. Can be risk takers
  4. Power can serve self, others, and the organization (important that your need for power does not become self-serving)
    Ex: journalism, management
43
Q

What has McClelland found makes the most effective managers?

A

Low need for affiliation and high need for power. And the ability to direct power towards organizational goals.

44
Q

What is Self-determination theory? (this is a needs theory)

A

Motivation varies in quality: whether it is controlled (extrinsic reward) or autonomous (intrinsic reward).

45
Q

Which quality of the self-determination theory of needs is the mot beneficial?

A

Autonomous motivation.

46
Q

What basic needs need to be satisfied to have autonomous motivation?

A
  1. Relatedness
  2. Competence
  3. Autonomy
47
Q

What is a process theory in general? What are the process theories?

A

Focus on the process, i.e. the person-environment interaction (how are people motivated?). Suggest individuals analyze the environment, develop thoughts and feelings, then act accordingly.

  1. Goal setting theory
  2. Expectancy theory
  3. Equity theory
48
Q

What is Goal setting theory? (a process theory)

A

When individuals are motivated to perform when they have set goals. The most effective goals are specific and challenging. There are two conditions: 1. employees are committed to the goals. 2. Employees receive feedback on their progress.

49
Q

What makes a goal effective?

A 
If a goal is SMART:
Specific
Measurable
Achievable
Results based
Time specific
50
Q

What is the Expectancy theory? (a process theory)

A

Motivation is determined by the outcomes people expect as a result of their actions on the job.

51
Q

What are the three steps of the Expectancy theory?

A
  1. Expectancy: will effort lead to performance?
  2. Instrumentality: Will performance lead to rewards?
  3. Valence: are the rewards attractive to me?
    All three have to be satisfied in order for the person to be motivated.
52
Q

What is the Equity theory? (a process theory)

A

Individuals are motivated by a sense of fairness in rewards distribution. This perception results in part from a social comparison process with others (the referent).
Formula:
Employee outcomes/employee inputs vs Referent outcome/referent input

53
Q

What are some motivation strategies?

A
  1. Money
  2. Job design: giving people more autonomy or freedom, finding new positions with more challenges
  3. Objective
  4. Alternative working schedules (more work-life balance)

INTG 201 (7 decks)

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