Organizational Leadership FBLA Flashcards
(200 cards)
1
Q
What is the definition of leadership?
A
Leadership is the influencing process of leaders and followers to achieve organizational objectives through change.
2
Q
What are the 5 elements of leadership?
A
- Leaders, 2. Followers, 3. Influence, 4. Organizational Objectives, 5. Change.
3
Q
What does ‘Leaders-Followers’ imply?
A
Leadership is shared.
4
Q
What is the role of influence in leadership?
A
It involves the leader communicating ideas, granting acceptance of them, and motivating followers to support and implement ideas through change.
5
Q
How do effective leaders influence followers?
A
Effective leaders influence followers to accomplish shared objectives.
6
Q
What is the significance of change in leadership?
A
Influencing and setting objectives is about change.
7
Q
What is the focus of leadership?
A
Leadership is about leading people through relationships.
8
Q
What are the 3 managerial leadership skills?
A
- Technical Skills, 2. Interpersonal Skills, 3. Decision Making Skills.
9
Q
What are technical skills in leadership?
A
The ability to use methods and techniques to perform a task.
10
Q
What are interpersonal skills in leadership?
A
The ability to understand, communicate, and work well with individuals and groups, developing effective relationships.
11
Q
What are decision-making skills in leadership?
A
The ability to conceptualize situations, select alternatives to solve problems, and take advantage of opportunities.
12
Q
What are the managerial role categories?
A
Interpersonal, Informational, Decisional.
13
Q
What are interpersonal leadership roles?
A
Leader, figurehead, liaison (close relationship with others).
14
Q
What are informational leadership roles?
A
Monitor, spokesperson, disseminator (gathering info before spreading it).
15
Q
What are decisional leadership roles?
A
Entrepreneur, negotiator, disturbance-handler, resource-allocator.
16
Q
What are the levels of analysis of leadership theory?
A
Individual Level, Group Level, Organizational Level.
17
Q
What is individual level analysis?
A
Also known as Dyadic Process; group and organizational performances based on individual performance.
18
Q
What is group level analysis?
A
Also known as Group Process; productive groups mean productive individuals and organizations.
19
Q
What is organizational level analysis?
A
Also known as Organizational Process; focuses on the organization; working for winning organizations motivates individuals to perform at their best.
20
Q
What is leadership theory?
A
An explanation of aspects of leadership; theories have practical value because they are used to better understand, predict, and control successful leadership.
21
Q
What are the classifications of leadership theory?
A
Trait, behavioral, contingency, integrative.
22
Q
What is a leadership paradigm?
A
A shared mindset that represents a fundamental way of thinking about, perceiving, studying, researching, and understanding leadership.
23
Q
What do leadership trait theories explain?
A
Distinctive characteristics accounting for leadership effectiveness.
24
Q
What do behavioral leadership theories explain?
A
Distinctive styles used by effective leaders or define the nature of their work.
25
What do contingency leadership theories explain?
The appropriate leadership style based on leader, followers, and situation.
26
What is the management to leadership theory paradigm?
A shift from autocratic management style to a newer participative leadership style of management.
27
What is evidence-based management (EMB)?
Decisions and organizational practices based on the best available scientific evidence.
28
What are traits in leadership?
Distinguishing personal characteristics.
29
What is personality in leadership?
A combination of traits that classifies an individual's behavior, helping to explain and predict others' behavior or job performance.
30
What are personality profiles?
They identify individuals' stronger and weaker traits and increase self-awareness.
31
What does the Big 5 Model of Personality categorize?
Traits into dimensions of surgency, agreeableness, adjustment, conscientiousness, and openness to experience.
32
What does the agreeableness personality dimension include?
Traits of sociability and emotional intelligence.
33
What does the adjustment personality dimension include?
Traits of stability and self-confidence.
34
What does the surgency personality dimension include?
Dominance, extraversion, and high energy with determination.
35
What does the conscientiousness personality dimension include?
Traits of dependability and integrity.
36
What does the openness-to-experience personality dimension include?
Traits of flexibility, intelligence, and internal locus of control.
37
What does achievement motivation theory explain?
Behavior and performance based on a person's need for achievement, power, and affiliation.
38
What does the leader motive profile theory explain?
Leadership success based on a person's need for achievement, power, and affiliation.
39
What is the leader motive profile (LMP)?
A motivational configuration found to contribute to leader performance in traditional bureaucratic organizations.
40
What are attitudes in leadership?
Positive and negative feelings about people, things, and issues.
41
Who is Douglas McGregor?
He classified assumptions/belief systems into Theory X and Theory Y.
42
What do Theory X and Theory Y explain?
Leadership behavior and performance based on the leader's attitude about followers.
43
What is the Pygmalion Effect?
Leaders' attitudes towards and expectations of followers explain and predict followers' behavior and performance.
44
What is self-concept?
The positive and negative attitudes people have about themselves.
45
What is self-efficacy?
Belief in one's capability to perform in a specific situation.
46
What are ethics in leadership?
Standards of right and wrong that influence behavior.
47
What is ethical behavior?
Directly linked to performance and being an effective leader.
48
What is moral development?
Understanding right from wrong and choosing to do the right thing.
49
What are the 3 levels of moral development?
Postconventional, Conventional, Preconventional.
50
What is moral justification?
The thinking process rationalizing unethical behavior.
51
What is the Golden Rule?
Lead others as you want to be led.
52
What is the 4-Way Test?
1. Is it the truth? 2. Is it fair to all concerned? 3. Will it build goodwill & better friendship? 4. Will it be beneficial to all concerned?
53
What is leadership behavior research?
From trait theory paradigm to behavioral theory paradigm; focuses on what a leader says and does.
54
What is leadership style?
A combination of traits, skills, and behaviors leaders use when interacting with followers.
55
What is autocratic leadership style?
A style where the leader makes decisions, tells employees what to do, and closely supervises workers.
56
What is democratic leadership style?
A style that involves participation in decisions, allowing the group to determine tasks without close supervision.
57
What are the two leadership styles in the University of Michigan Leadership Model?
Job-centered and Employee-centered.
58
What is job-centered leadership style?
Scales measuring goal emphasis and work facilitation.
59
What is employee-centered leadership style?
Scales measuring supportive leadership and interaction facilitation.
60
What does the Ohio State University Leadership Model focus on?
Focus on task and focus on people.
61
What are the 4 leadership styles in the Ohio State University Leadership Model?
1. Low structure high consideration, 2. High structure high consideration, 3. Low structure low consideration, 4. High structure low consideration.
62
What is motivation?
Anything that affects behavior in pursuing a certain outcome.
63
What is the motivation process?
People go from need to motivate to behavior to consequence to satisfaction or dissatisfaction.
64
What do process motivation theories focus on?
Understanding how people choose behavior to fulfill their needs.
65
What do content motivation theories focus on?
Explaining and predicting behavior based on people's needs.
66
What does reinforcement theory propose?
Through consequences for behavior, people will be motivated to behave in predetermined ways.
67
What does the hierarchy of needs theory state?
People are motivated through 5 levels of needs: 1. Physiological Needs, 2. Safety Needs, 3. Belongingness Needs, 4. Esteem Needs, 5. Self-Actualization.
68
What is the 2 Factor Theory?
People are motivated by motivators rather than maintenance factors.
69
What are maintenance factors?
Extrinsic motivators driven by external motivation, including pay, job security, working conditions, and relationships.
70
What are motivators?
Intrinsic motivators that include achievement, recognition, challenge, and advancement.
71
What does acquired needs theory state?
People are motivated by their need for achievement, power, and affiliation.
72
How can you motivate employees based on acquired needs theory?
High n Ach --> give challenging tasks with clear objectives; High n Pow --> let them plan and control their jobs; High n Aff --> let them work as a team.
73
What is equity theory?
People are motivated when their perceived inputs equal outputs; when inequity exists, employees attempt to correct balance.
74
What is expectancy theory?
People are motivated when they believe they can accomplish the task, will get a reward, and the rewards are worth the effort.
75
What does goal-setting theory state?
Specific difficult goals motivate people.
76
What is the writing objectives model?
To + action verb + singular, specific measurable result to be achieved + target date.
77
What are the criteria for objectives?
Singular result, specific, measurable, target date, difficult but achievable, participatively set, commitment.
78
What does reinforcement theory by B.F. Skinner state?
Managers must understand the relationship between behaviors and consequences and arrange the possibility that reinforces the desired behaviors.
79
What are the types of reinforcement?
1. Positive --> attractive consequences, 2. Avoidance --> negative; employee avoids negative consequences, 3. Extinction --> withholding reinforcement when behavior occurs, 4. Punishment --> undesirable consequence.
80
What are the guidelines for using reinforcement?
Set clear objectives, select appropriate reinforcement, select appropriate reinforcement schedule, don't reward poor or mediocre work, look for positives and give praise, give sincere praise daily, do things for employees instead of to them.
81
What is the giving praise model?
1. Tell exactly what was done correctly, 2. Tell why the behavior is important, 3. Stop for a moment of silence, 4. Encourage repeat performance.
82
What is a leadership model?
An example for emulation or use in a given situation.
83
What does the contingency leadership model determine?
If a person's style is task-oriented or relationship-oriented, and if the situation matches the leader's style to maximize performance.
84
What is task-motivated leadership?
Gains satisfaction from task completion.
85
What is relationship-motivated leadership?
Gains satisfaction through forming and maintaining relationships with followers.
86
What is situational favorableness?
The degree to which a situation allows a leader to exert influence over followers.
87
What are the three factors of situational favorableness?
1. Leader-member relations, 2. Task structure, 3. Position power.
88
What is the leadership continuum model?
It determines which of the 7 styles to select based on the use of boss-centered versus subordinate-centered leadership to maximize performance.
89
What is the path-goal leadership model?
Used to select leadership style (directive, supportive, participative, or achievement-oriented) appropriate to the situation to maximize both performance and job satisfaction.
90
What are subordinate situational factors?
1. Authoritarianism, 2. Locus of control, 3. Ability.
91
What are environmental situational factors?
1. Task structure, 2. Formal authority, 3. Work group.
92
What are the path-goal leadership styles?
1. Directive (high structure), 2. Supportive (high consideration), 3. Participative (include employee), 4. Achievement-oriented (set achievable but difficult goals).
93
What are the leadership participation styles?
1. Decide, 2. Consult Individually, 3. Consult Group, 4. Facilitate, 5. Delegate.
94
What is power in leadership?
A leader's potential influence over followers.
95
What are the 7 powers in leadership?
1. Legitimate Power, 2. Reward Power, 3. Coercive Power, 4. Referent Power, 5. Expert Power, 6. Information Power, 7. Connection Power.
96
What is legitimate power?
User's position power given by the organization.
97
What is reward power?
User's ability to influence others with something of value to them.
98
What is coercive power?
Involves punishment and withholding of rewards to influence compliance.
99
What is referent power?
User's personal relationships with others.
100
What is expert power?
User's skill and knowledge.
101
What is information power?
User's data desired by others.
102
What is connection power?
User's relationships with influential people.
103
What is politics in leadership?
The process of gaining and using power.
104
What is networking?
Developing relationships for the purpose of socializing and politicking.
105
What is reciprocity?
Creating obligations and developing alliances to accomplish objectives.
106
What is the networking process?
1. Self-assessment and set goals, 2. Create a 1-minute self-sell, 3. Develop network, 4. Conduct networking interviews, 5. Maintain network.
107
What is the oral message-sending process?
1. Develop rapport, 2. State objective, 3. Transmit message, 4. Check receiver's understanding, 5. Get commitment/follow up.
108
What is communication?
The process of conveying information and meaning.
109
What is the message-receiving process?
Listening, analyzing, checking understanding (giving feedback).
110
What is feedback in communication?
Verifying messages and determining if objectives are met.
111
What is coaching?
Giving motivational feedback to maintain and improve performance.
112
What is job instructional training (JIT)?
1. Trainee receives preparation, 2. Trainer presents task, 3. Trainee performs task, 4. Trainer follows up.
113
What is effective coaching feedback?
Good supportive relationship, specific and descriptive, not judgmental criticism.
114
What is attribution theory?
The process managers use in determining reasons for effective or ineffective performance and deciding what to do.
115
What is performance theory?
Performance = Ability + Motivation + Resources.
116
What is mentoring?
Form of coaching where an experienced manager helps a less experienced protege.
117
What is conflict?
People in disagreement and opposition.
118
What is a psychological contract?
Unwritten expectations of each party in a relationship.
119
What is avoiding conflict style?
Passively ignore and do not resolve it; keeps relationship but no resolution.
120
What is accommodating conflict style?
Passively gives in to the other party; keeps relationship but is counterproductive.
121
What is forcing conflict style?
Aggressive behavior to get their way; better decisions if forcer is correct.
122
What is negotiating conflict style?
Attempts assertive give-take concessions; conflict resolved quickly but may lead to subpar decisions.
123
What is collaborating conflict style?
Seeks joint resolution with the best solution for all; leads to problem-solving but is time-consuming.
124
What is the urgency in conflict resolution?
Conflict resolution is urgent when maintaining relationships is not critical.
125
What characterizes the Compromising conflict style?
Attempts assertive give-take concessions, resolving conflict quickly but may lead to subpar decisions.
126
What is the Collaborating conflict style?
Seeks joint resolution with the best solution for all, focusing on problem solving, but is time-consuming.
127
What does the BCF Model describe?
Describes conflict in terms of Behavior, Consequences, and Feelings.
128
What is the role of a Mediator?
A neutral third party that helps resolve conflict.
129
What is the role of an Arbitrator?
A neutral third party that makes a binding decision to resolve conflict.
130
What is a Dyad?
An individualized relationship between a leader and each follower in a work unit.
131
What is Dyadic Theory?
An exchange relationship that develops between a leader and follower over time during role-making activities.
132
What is the In-Group?
Followers with strong social ties to the leader, characterized by high mutual trust, respect, loyalty, and influence.
133
What is the Out-Group?
Followers with few or no social ties, characterized by a strictly task-centered relationship.
134
What is Leader-Member Exchange (LMX)?
The quality of the exchange relationship between a leader and follower, which varies based on interpersonal relationships.
135
What is Organizational Citizenship Behavior (OCB)?
Discretionary individual behavior not recognized by formal reward systems that promotes effective functioning of the organization.
136
What is Social Identity?
The degree to which members form close social ties with a group and how it influences interactions within and between group members.
137
What is Impression Management?
A follower's effort to project a favorable image to gain immediate benefit or improve long-term relationships with leaders.
138
What is Ingratiation?
Efforts to appear supportive, appreciative, and respectful.
139
What is Self Promotion?
Efforts to appear competent and dependable.
140
What is Social Capital?
Set of resources that help structure relations between members of a group, aiding in getting ahead.
141
What is Followership?
The behavior of followers as a result of the leader-follower mutual relationship.
142
What characterizes an Alienated Follower?
Low involvement and high critical thinking, feeling cheated of exemplary work.
143
What characterizes a Conformist Follower?
High involvement and low critical thinking, often referred to as 'yes people'.
144
What characterizes a Passive Follower?
Neither high on critical thinking nor involvement, typically does not get involved.
145
What characterizes an Effective Follower?
High critical thinking and involvement, willing to take risks for the organization.
146
What characterizes a Pragmatic Follower?
Exhibits little of all four styles, depending on which style fits the situation.
147
What is Locus of Control?
The belief over who has control of one's own destiny, ranging from external to internal.
148
What is Delegation?
Assigning responsibility and authority for accomplishing objectives, considering task, time, and follower's characteristics.
149
What is a Group?
A collection of individuals who interact to share information and make decisions.
150
What is a Team?
A unit of interdependent individuals with complementary skills committed to a common purpose.
151
What is Teamwork?
Understanding and commitment to a common goal on the part of all team members.
152
What is Social Loafing?
The tendency of some individuals to avoid responsibility by withholding effort toward team goals.
153
What is Groupthink?
When members of a group agree on a decision not based on merit but due to fear of rejection.
154
What are the benefits of teamwork?
Synergistic benefits, help avoid errors, more opportunities for new ideas, and increased job satisfaction.
155
What are limitations of teamwork?
Pressure to conform, social loafing, groupthink, and potential for conflict in highly cohesive groups.
156
What is Team-Member Exchange (TMX)?
The social exchanges between team members involving mutual exchange of ideas, support, and feedback.
157
What defines Team Effectiveness?
1. Task Performance 2. Group Process 3. Individual Satisfaction.
158
What is Team Learning?
Collective acquisition, combination, creation, and sharing of knowledge.
159
What are Team Norms?
Acceptable standards of behavior shared by team members.
160
What is Team Cohesion?
The extent to which members band together and remain committed to a goal.
161
What is a Functional Team?
Employees in the same functional department who have a common objective.
162
What is a Cross-Functional Team?
Members from different departments who work together to perform tasks.
163
What is a Virtual Team?
Members who are geographically dispersed and work through electronic means.
164
What are Self-Managed Teams (SMTs)?
Autonomous teams whose members share leadership responsibilities and are mutually responsible for performance.
165
What are the advantages of Team-Centered Decision Making?
Improves decision quality, individual quality, and shifts decision-making away from the leader.
166
What are the disadvantages of Team-Centered Decision Making?
Time-consuming, self-serving, may lead to poor compromises, and resistance from members.
167
What is a SMT Facilitator?
An external leader who creates optimal working conditions for team members.
168
Who is Max Weber?
A socialist known for his views on charismatic leaders and their vision.
169
What is Vision in leadership?
The ability to imagine different and better conditions and ways to achieve them.
170
What is Charisma?
A social construct between leader and follower that inspires acceptance based on the leader's extraordinary qualities.
171
What are the effects of Charismatic Leaders on followers?
They foster trust, unconditional acceptance, self-confidence, and loyalty.
172
What is a Socialized Charismatic Leader (SCL)?
A leader who possesses an egalitarian, self-transcendent, and empowering personality.
173
What is a Personalized Charismatic Leader (PCL)?
A leader with a dominant, self-centered, and narcissistic personality.
174
What is Transformational Leadership?
Seeks to change the status quo by articulating problems and a compelling vision for the future.
175
What is Transactional Leadership?
Maintains stability within the organization through regular exchanges that achieve specific goals.
176
What are the qualities of effective Charismatic and Transformational Leadership?
Vision, superb communication skills, self-confidence, ability to inspire trust, and high energy.
177
What are the '4 I's' of leadership behavior dimensions?
1. Idealized Influence 2. Inspirational Motivation 3. Individual Consideration 4. Intellectual Stimulation.
178
What is Value Based Leadership?
Includes stewardship and servant leadership.
179
What is Stewardship?
An employee-focused approach that empowers followers to make decisions and have control over their jobs.
180
What is Servant Leadership?
An approach where the leader's self-interest is to serve the needs of others.
181
What is Culture in an organization?
The aggregate beliefs, norms, attitudes, values, and assumptions shared by members.
182
What characterizes a Weak Culture?
Lack of agreement on key values, low trust, and absence of accountability.
183
What characterizes a Strong Culture?
Compete agreement on key values and norms, with leaders playing a key role.
184
What are Substantive Actions in influencing culture?
Explicit, highly visible actions that indicate management's commitment to new practices.
185
What are Symbolic Actions in influencing culture?
Actions that signal the kinds of behavior and expectations leaders wish to encourage.
186
What are the types of Culture?
1. Cooperative 2. Adaptive 3. Competitive 4. Bureaucratic.
187
What are Hofstede's Value Dimensions?
Five values that distinguish national cultures: individualism, collectivism, uncertainty avoidance, power distance, and long-term orientation.
188
What are Ethics?
Standards of right and wrong that influence behavior.
189
What is Strategic Leadership?
The ability to anticipate, envision, maintain flexibility, and work with others to initiate changes for a viable future.
190
What is the Strategic Management Process?
Decisions and actions used to formulate and implement strategies aligned with capabilities and environment.
191
What is a Strategic Vision?
An ambitious view of the future that everyone can believe in, offering a better future than the current.
192
What is a Mission Statement?
A statement of purpose that distinguishes one organization from others.
193
What is a Values Statement?
A set of beliefs and behavioral norms that guide the pursuit of its vision and mission.
194
What are the 3 Generic Core Strategies?
1. Broad or niche differentiation strategy 2. Broad or niche low-cost strategy 3. Best-cost or value-based strategy.
195
What is Customer Value?
The perceived benefits received relative to the perceived price paid by the customer.
196
What are Policies & Procedures?
Regulations that set the tone of climate, ensure consistency, and standardize task performance.
197
What is a Distinctive Core Competence?
A capability that allows an organization to perform exceptionally well compared to competitors.
198
What are the types of Resistance to Change?
Cognitive, emotional, and behavioral resistance.
199
What is a Crisis?
A low probability, high impact event that threatens viability.
200
What is Organizational Knowledge?
Tacit and explicit know-how that individuals possess about products, services, systems, and processes.
