MODULE 1 - UNIT 4 Flashcards
the process of influencing people to attain predetermined objectives.
Directing
set of actions/ guiding beliefs that leaders can implement to move them toward success.
Leadership principles
leader models excellent behavior & able to motivate & encourage people.
Lead by Example
communicating & engaging w/ your team is essential
Leadership is About People
transformation should be at the foundation of every leadership plan.
Focus on Change
it can be beneficial for people to see leader acknowledge their mistakes as it can help them be more relatable
Be Human & Admit Mistakes
leaders are great listeners, doesn’t mean they must agree w/ everything they hear, but they must try to make sense of it &understand.
Understand the Value of Listening
you should recognize skills you need & work to develop
Develop Leadership Skills
when everyone has same background & exp, it means there is a limited field of expertise, but when there’s diverse range, you may be able to approach things differently & find fresh perspectives
Promote Diversity
cooperation & collaboration can happen between organizations w/o affecting healthy competition
Work Together to Achieve More
leader must have clear vision & solid values so they can inspire their followers and motivate them
Have Solid Values
take advantage of benefits that tech. can bring
Use Technology & Innovation
make sure there’s someone else who can take over your role when necessary
Help to Develop Future Leaders
4 FACTORS OF LEADERSHIP
LEADER
FOLLOWERS
COMMUNICATION
SITUATION
GIVE ATLEAST FIVE LEADERSHIP TRAITS
PERCEPTIVE
PERSONALITY
PERSUASIVE
PERSISTENCE
PREPARED
the traits and characteristics that make some effective as a leader.
LEADER BEHAVIOR
supervised less closely while allowing workers more latitude in performing their duties
Employee-Oriented Leaders
spent majority of their time on production-related problems
Production-Oriented Leaders
emphasis on actively directing staff toward getting work done:
Initiating Structure Behavior
- managers’ effort to explain their action
- treat workers as equals, listen to subordinates’ concerns
Consideration Behavior
________is based on two behavioral dimensions:
BLAKE MOUTON MANAGERIAL GRID
BLAKE MOUTON MANAGERIAL GRID TWO DIMENSIONS
- Concern for People:
- Concern for Results:
degree to which leader considers team members’ needs, interests and areas of personal development when deciding how best to accomplish a task.
Concern for People
degree to which leader emphasizes concrete objectives, organizational efficiency and high productivity when deciding how best to accomplish a task.
Concern for Results
mostly ineffective leadership style
Impoverished Management
Impoverished Management aka
impoverished/”indifferent” (Low Result and Low People)
w/ low regard for creating systems & w/ little interest in creating satisfying/ motivating team environment, results are inevitably disorganization/ dissatisfaction/ disharmony.
impoverished management
- managers, people in this category believe that their team members are simply a means to an end.
- drive impressive production results at first, but low team morale & motivation will ultimately affect people’s performance, & this type of leader will struggle to retain high performers.
Produce-or-Perish Management
Produce-or-Perish Management aka
authoritarian” or “authority-compliance (High Results/ Low People)
manager tries to balance results and people, but this strategy is not as effective as it may sound.
Middle-of-the-Road Management
Middle-of-the-Road Management aka
middle-of-the-road/ “status quo” (Medium Results & Medium People)
- manager is most concerned about her team members’ needs and feelings.
- assumes, as long as happy & secure, they will work hard.
- because there’s lack of direction and control.
Country Club Management
- manager is most concerned about her team members’ needs and feelings.
- assumes, as long as happy & secure, they will work hard.
- because there’s lack of direction and control.
Country Club Management
Country Club Management aka
country club/ “accommodating” (High People & Low Results)
- most effective leadership style.
- reflects leader who is passionate about work & does best he can for people he works with.
Team Management
Team Management aka
team or sound (high people & high results
2 added leadership style after Mouton’s death
- Paternalistic Management
- Opportunistic Management
Paternalistic Management jumps between
Country Club & Produce-to-Perish styles
place their own needs first, shifting around grid to adopt whichever style will benefit them
opportunistic management
manager’s attitude has an impact on employee motivation was originally proposed by
Douglas McGregor
_______, McGregor proposed 2 theories by which managers perceive and address employee motivation
The Human Side of Enterprise,
____ assumes that primary source of employee motivation is monetary, w/ security as a strong second
Theory X
_____ both implies soft & hard approach, while ____ does not imply a soft approach
Theory X; Theory Y
To McGregor, steady supply of motivation seemed more likely to occur under Theory ___ management
Y
if Theory Y holds true, an org can apply the ff. principles of scientific management to improve employee motivation:
- decentralization & delegation
- job enlargement
- participative management
- performance appraisals-
type of self-fulfilling prophecy (SFP) in which raising manager expectations regarding subordinate performance boosts subordinate performance.
PYGMALION EFFECT
one of the earliest situation-contingent leadership theories by Fiedler
CONTINGENCY MODEL
_____’s contingency theory of leadership effectiveness concentrated on relationship between leadership & organizational performance
FRED E. FIEDLER
if an org attempts to achieve group effectiveness thru leadership, then there’s need to assess leader according to an underlying trait, assess situation faced by leader, & construct proper match between the two.
CONTINGENCY MODEL
to assess attitudes of leader, Fiedler developed ______ (16 items) scale in which leaders are asked about the person w/ whom they least like to work
‘least preferred co-worker’ (LPC)
leaders w/ high LPC are _____-oriented, ones w/ low LPC are _____-oriented
relationship-; task-
(1) _______: derived satisfaction from interpersonal relationships, thus, evaluate their least preferred co-workers in fairly favorable terms
(2) _____: derived satisfaction from performance of task & attainment of objectives
HIGH LPC LEADERS; LOW LPC LEADERS
leader’s behavior is dependent upon the favorability of leadership situation
SITUATIONAL FACTOR
three factors work together to determine how favorable situation is to leader. these are:
- LEADER-MEMBER RELATIONS
- TASK STRUCTURE
- POSITION POWER
leadership continuum originally written in 1958 by _____ & _____ & was later updated in 1973
Tannenbaum & Schmidt
presents range of action related to degree of authority used by manager & area of freedom available to non-managers in arriving at decisions.
CONTINUUM OF LEADERSHIP
range of leadership styles have been depicted on continuum between ____ & _____
autocratic & free rein
BOSS-CENTERED: _____;
SUBORDINATE-CENTERED : _____
BOSS-CENTERED: AUTOCRATIC
SUBORDINATE-CENTERED: FREE-REIN
Tannenbaum & Schmidt continuum can be related to McGregor’s supposition of Theory X and Theory Y:
-BOSS-CENTERED LEADERSHIP:
-SUBORDINATE-C. LEADERSHIP:
-BOSS-CENTERED LEADERSHIP: THEORY X
-SUBORDINATE-C. LEADERSHIP: THEORY Y
manager is characterized acc. to degree of control maintained by him; 4 main styles of leadership:
- TELLS
- SELLS
- CONSULTS
- JOINS
if one has to make choice of leadership style which is practicable & desirable, his answer will depend upon:
- Forces in the Manager
- Forces in the Subordinate
- Forces in the Situation
designed to help you to identify best decision-making approach & leadership style to take, based on your current situation
Vroom-Yetton model
Vroom-Yetton model is originally developed by ____ & ____ in their 1973 book, _____
Victor Vroom and Philip Yetton; “Leadership and Decision Making.”
before you start using the model (Vroom-Yetton), consider these three factors:
- decision quality
- team commitment
- time constraints
ff. codes represent 5 decision-making processes by the model: use info that you already have to make decision, w/o requiring any further input from your team
Autocratic (A1)
ff. codes represent 5 decision-making processes by the model: consult your team to obtain specific info that you need, & then you make the final decision
Autocratic (A2)
ff. codes represent 5 decision-making processes by the model: inform your team of situation & ask for members’ opinions individually, but don’t bring group together for discussion; make the final decision
Consultative (C1)
ff. codes represent 5 decision-making processes by the model: work w/ your team to reach group consensus; your role is mostly facilitative, & help team members to reach a decision that they all agree on.
Collaborative (G2)
ff. codes represent 5 decision-making processes by the model: get your team together for group discussion about the issue & seek their suggestions, but still make the final decision by yourself
Consultative (C2):
