Brainscape's Knowledge GenomeTM

Browse over 1 million classes created by top students, professors, publishers, and experts.


See full index

Management > Managers as Leaders > Flashcards

Managers as Leaders Flashcards

1
Q

What is a Leader?

A

Leader=Behavior
A leader is someone who can influence others and who has managerial authority.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
2
Q

What is Leadership?

A
  • What leaders do; the process of influencing a group to achieve goals.
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
3
Q

In order to identify as a leader, such traits should be present:

A
  • Physical appearance
  • Style of speech
  • Traits and characteristics
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
4
Q

Leadership traits:

A

1) Drive
2) Desire to lead
3) Style of Speech
4) Self-confidence
5) Intelligence
6) Job-relevant knowledge
7) Extraversion

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
5
Q

Research:

A
  • After thorough research that focused on identifying personal characteristics that differentiate leaders from non-leaders, it was actually proven impossible to identify a set of traits that would always differentiate a leader from a non-leader of influencing a group to achieve goals.
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
6
Q

Behavioral theories:

A
  • Leadership theories that identify behaviors that differentiate effective leaders from inactive leaders.
    1- University of IOWA studies
    2- Ohio state studies
    3- University of Michigan studies
    4- The Managerial Grid
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
7
Q

1- University of IOWA studies:

A
  • Identified three leadership studies:
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
8
Q

a) Autocratic Style:

A
  • A leader who dictates work methods
  • makes unilateral decisions
  • limits employee participation
    => no interference of employees in decisions
    => demanding and strict
    => This kind of style can work in specific organizations (e.g. military.)
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
9
Q

b) Democratic Style:

A
  • A leader who involves employees in decision-making
  • delegates authority
  • uses feedback as an opportunity for coaching employees.
    => employees have input in decision making.
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
10
Q

c) Laissez-Faire Style:

A
  • A leader who lets the group make decisions
  • lets the group complete the work in whatever way they see fits.
    => employees have complete freedom in decision making and authority.
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
11
Q

2) Ohio State Studies:

A
  • Identified two dimensions of leader behavior:
    a) Initiating Structure
    b) Consideration
    c) HIgh-High
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
12
Q

a) Initiating Structure:

A
  • The extent to which a leader defines his or her role.
  • the extent to which a leader defines the roles of group members in attaining goals.
    => the degree to which the leader and subordinates are applying rules and regulations.
    => if there is a 50% application, that shows no leadership skills.
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
13
Q

b) Consideration:

A
  • The extent to which a leader has work relationships characterized by mutual trust and respect for group member’s ideas and feelings.
    => Mutual trust and respect
    => Having consideration
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
14
Q

c) High-High Leader:

A
  • A leader high in both initiating structure and consideration behaviors.
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
15
Q

3) University of Michigan Studies:

A
  • Identified two dimensions of leader behavior:
    a) Employee-oriented
    b) Product-oriented
    + Research findings
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
16
Q

a) Employee-oriented:

A
  • Emphasizing personal relationships
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
17
Q

b) Product-oriented:

A
  • Emphasizing task accomplishment.
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
18
Q

Research Findings:

A
  • Leaders who are employee-oriented are strongly associated with high group productivity and high job satisfaction.
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
19
Q

4) The Managerial Grid:

A
  • Appraises leadership styles using two dimensions:
    1- Concern for people
    2- Concern for production
    => It is a scale
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
20
Q

a) Task Management Style:

A
  • Low concern for people
  • High concern for production
    => autocratic style
    => product oriented
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
21
Q

b) Team Management Style:

A
  • High Concern for people
    -High concern for production
    => Best style
    => Focuses on both people and product orientation.
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
22
Q

c) Country Club Management:

A
  • High concern for people
  • Low concern for production
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
23
Q

d) Impoverished Management:

A
  • Low concern for people
  • Low concern for production
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
24
Q

Contingency Theories of Leadership:

A
  • The Fiedler Model
  • Hersey and Blanchard’s’ situational Leadership Style
  • Path-goal Model
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
25
Q

The Fiedler Model:

A
  • a leadership theory proposing that effective group performance depends on the proper match between a leader’s style and the degree to which the situation allows the leader to control and influence.
26
Q

The Fiedler Model:

A

=> should determine the style of your leader
=> favorableness of the situation the leader is in
=> The leader cannot change the style, it is fixed.
e.g. if the style is autocratic, we cannot change that style, instead we’re supposed to give situations that fit this style and determine it.

27
Q

Least-preferred Co-workers Questionnaire: (LPC)

A
  • a questionnaire that measures whether a leader is task or leadership oriented.
    => depending on the numerical outcome, the decision of the style is made.
28
Q

Situational Favorableness:

A
  • depending by how much control over the situation you have.
    Three Factors:
    1) Leader-member relations
    2) Task Structure
    3) Position power
29
Q

1) Leader-member relations:

A
  • describes the degree or confidence, trust, and respect employees have for their leader.
30
Q

2) Task Structure:

A
  • describes the degree to which job assignments are formalized and structured.
31
Q

3) Position Power:

A
  • describes the degree of influence a leader has over activities such as hiring, discipline, promotions, and salary increases.
    e.g. on those 3: new pizza manager has high position power, high structure but low trust. This means that the best type of leader would be relationship-oriented.
32
Q

Hersey and Blanchard’s Situational Leadership Style:

A
  • a leadership contingency theory that focuses on followers readiness.
  • readiness: the degree to which people have the ability and willingness to accomplish a certain task.
    => not fixed, the style depends on the readiness of followers.
    => it can change.
33
Q
  • Four Leadership Styles:
A

1) Telling
2) Selling
3) Participating
4) Delegating

34
Q

1) Telling:

A

High Task - Low relationship leadership
=> Outcome focused
=> everything is related to the tasks
=> no care for employees or their personal issues.

35
Q

2) Selling:

A

High task - High relationship leadership
=> give directions
=> decide on the goal and mention it; while also treating employees well and listening to them.

36
Q

3) Participating:

A

Low task- High relationship leadership
=> Listens to employees
=> involves employees and lets them participate
=> Tasks and outcomes are not focused upon.

37
Q

4) Delegating:

A

Low task - Low relationship leadership

38
Q

Four Stages of Followers’ Readiness:

A
  • R1
  • R2
  • R3
  • R4
39
Q

R1:

A

Followers are unable and unwilling
=> due to lack of experience and expertise, in this case the autocratic style is the best option.

40
Q

R2:

A

Followers are unable but willing
=> the leader is coaching them to strengthen employees.

41
Q

R3:

A

Followers are able but unwilling
=> More rigid with employees, here the leader should listen to figure the problem out.

42
Q

R4:

A

Followers are able and willing
=> best option is the democratic style.

43
Q

Path-Goal Model:

A
  • path goal theory is a leadership theory that says the leaders job is to assist followers in attaining their goals and to provide direction or support needed to ensure that their goals are compatible with the goals of the group or organization.
44
Q

Path-Goal Model:

A

=> Style can be changed depending on the situation
=> Not fixed
=> They have to see if both the employees and the organization’s goals are in line with each other
=> This means that the leader should remove all the obstacles that are in employees ways.

45
Q

Leaders assume different leadership styles at different times depending on the situation:

A

=> cannot have multiple styles in one
=> the style changes depending on the situation.

46
Q

1) Directive Leader:

A
  • the leader lets subordinates know what is expected of them, schedules work to be done, and gives specific guidance on how to accomplish tasks.
    => guide them to work
    => scheduling work
    => leader lets them know what they should do
47
Q

2) Supportive Leader:

A
  • the leader shows concern for the needs of followers and is friendly
    => taking care of employees
    => people oriented
48
Q

3) Participative Leader:

A
  • the leader consults with group members and uses their suggestions before making a decision.
    => they do not make any decisions before consulting with their employees.
49
Q

4) Achievement oriented leader:

A
  • the leader sets challenging goals and expects followers to perform at their highest level.
    => high standards
    => challenging yet attainable goals.
50
Q

Leadership issues in the 21st Century:

A

1) managing power
2) developing trust
3) empowering employees

51
Q

1) Managing Power:

A

a- Legitimate Power
b- Coercive Power
c- Rewards Power
d- Expert power
e- Referent Power

52
Q

a- Legitimate Power:

A
  • the power a leader has as a result of their position.
53
Q

b - Coercive Power:

A
  • the power a leader has to punish or control
    => The authority to punish or control
54
Q

c- Reward Power:

A
  • the power to give positive benefits or rewards
    e.g. recognition. employee of the month.
55
Q

d- Expert Power:

A
  • the influence a leader can exert as a result of their expertise, skills, or knowledge.
56
Q

e- Referent power:

A
  • the power of a leader that arises because of a persons’ desirable resources or admired personal traits.
    => Subordinates might try to be similar to their manager.
57
Q

2) Developing Trust:

A
  • Credibility of a leader: the assessment of a leader’s honesty, competence, and ability to inspire their followers.
  • Transparency
58
Q

2) Developing Trust:

A
  • Trust: is the belief of followers and others in the integrity, character, and ability of a leader.
  • is related to increases in Job performances, organizational citizenship behaviors, job satisfaction, and organization commitment.
59
Q

Dimensions of Trust:

A

1) Integrity: honesty and truthfulness
2) Competence: Knowledge and skills
3) Consistency: reliability, predictability, good judgement in handling situations. (words should match actions)
4) Loyalty: willingness to protect a person, physically and emotionally. (protecting the employees)
5) Openness: willingness to share ideas and information freely.

60
Q

3) Empowering employees:

A
  • empowerment involves increasing the decision making discretion of workers such that teams can make key operating decisions that directly affect their work.
    => delegating power to your employees.
61
Q

Why empower employees?

A
  • Quicker responses to problems and faster decisions
  • Addresses the problem of increased spans of control in relieving managers to work on other problems.

Management (4 decks)

Brainscape helps you reach your goals faster, through stronger study habits.
© 2024 Bold Learning Solutions. Terms and Conditions