Organizational Leadership (all) Flashcards
Leadership Definition
influencing followers to achieve organizational objectives
5 elements of leadership
leaders - followers
organizational objectives
people
influence
change
leaders - followers
leadership is shared
influence
support and implement ideas through change
organization objectives
influence followers to achieve shared objectives
change
influencing and setting objectives
people
leading through relationships
3 managerial leadership skills
technical
interpersonal
decision making
technical skills
using techniques to perform a task
interpersonal skills
working well with others and developing effective relationships
decision making skills
selecting alternatives to perform a task and taking advantage of opportunities
managerial role categories
informational
interpersonal
decisional
interpersonal leadership roles
close relationships with others
informational leadership roles
gathering information before spreading it
decisional leadership roles
resource allocator and entrepreneur
levels of analysis of leadership theory
individual
group
organizational
individual level analysis
performances based on individual performance
group level analysis
productive groups make productive individuals
organizational level analysis
motivate others to perform at their best to stay on top
leadership theory
understand, predict and control successful leadership
leadership theory classifications
trait, behavioral, contingency, integrative
contingency leadership theories
explain appropriate leadership style based on leader, followers, and situation
traits
distinguished personal characteristics
big 5 models of personality
surgency
adjustment
agreeableness
conscientiousness
openness to experience
agreeableness personality dimension
emotional intelligence and sociability
surgency personality dimension
dominance, extraversion, high energy with determination
conscientiousness personality dimension
dependability and integrity
attitudes
positive and negative feeling about people, things, and issues
Douglas McGregor
theory x and theory y classified assumptions
self concept
positive and negative feelings people have about themselves
self efficacy
belief in own capability to perform in certain situations
moral development
knowing right from wrong and choosing to do the right thing
3 levels of moral develpment
postconventional
conventional
preconventional
moral justificaiton
thought process rationalizing unethical behavior
golden rule
lead others how you want to be led
leadership style
traits, skills and behavior the leaders use when interacting with followers
autocratic leadership style
makes decisions, tells employees what to do and closely supervises workings
university of Michigan leadership model
2 types of leadership styles: job centered and employee centered
hierarchy of needs theory
physiological
safety
belongingness
esteem
self actualization
2 factor theory
people are motivated by motivaters rather than maintenance factors
Goal Setting theory
specific difficult goals motivate people
power
a leaders potential to have influence over followers
legitimate power
power given by the organization
reward power
using things of value to influence others
coercive power
withholding rewards to influence others
expert power
skills and knowledge
information power
data desired by others
politics
process of gaining and using power; neither good nor bad
Effective follower (2)
execute leaders decisions, raise issues about unethical decisions, high self efficiency
Pragmatic follower
little of all 4 styles, depends which style fits situation
team work
understanding and commitment to common goal
Effective follower
high critical thinking, high involvement
passive follower
low critical thinking and low involvement
mediator
neutral 3rd party helps resolve conflict
dyad
individualized relationship between leader and each follower in work unit
BCF model
conflict in terms of behavior, consequence and feelings
arbitrator
neutral 3rd party that make binding decisions to resolve conflict
leader - member exhange
quality of exchange relationship between leader and follower
out group
followers with few to no social ties; strictly task centered relationship
ingratiation
supportive, appreciative, respectful
self promotion
competent and dependable
conformist follower
low critical thinking and high involvement
followership
behavior of followers as a result of the leader
alienated follower
high critical thinking and low involvement
process motivation theories
how people choose behavior to fulfill their needs
content motivation theories
explain and predict behavior based on people’s needs
leadership model
emulation or use in a given situation
performance theory
motivation, resources and ability
conflict
people in disagreement and opposition
psychological contract
unwritten expectations for each party in a relationship
leadership trait theories
distinguished characteristics accounting for leadership effectiveness
task motivated leadership
gain satisfaction from task completion
relationship motivated leadership
gain satisfaction through forming and maintaining relationships
openness to experience personality dimension
flexibility intelligence and internal locus of control
motivation
anything can affect behavior when pursuing a certain outcome
acquired needs theory
people are motivated by their need for achievement, power, and affiliation
situation(time)
size of the organization is considered and time is needed for participation
boss
based on personality and behavior; some are autocrats, some are participative
connection power
relationships to influence people
democratic leadership style
participates in decision making, lets followers deviate tasks, does not closely supervise
motivation process
need - motivate - behavior - consequence - satisfaction
adjustment personality dimension
stability and self confidence
networking
forming relationships for the purpose of socializing and politicking
referent power
personal relationships with others
the 7 powers
legitimate
reward
coercive
information
expert
referent
connection
