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IND300 > Schermerhorn Chapter 11- Leadership and Communication > Flashcards

Schermerhorn Chapter 11- Leadership and Communication Flashcards

1
Q

What is Leadership?

A

The process or quality of inspiring others to work hard to accomplish tasks

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2
Q

What re some contemporary leadership challenges?

A

Shorter time frames (obsolescence and competition)

  • Expectations for success on first attempt
  • Facing complex, ambiguous, multidimensional problems
  • Taking a long term view while meeting short term demands
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3
Q

What are the 4 functions of management?

A

CLOP

Controlling-Monitoring, measuring staying in control
Leading-Inspiring Effort
Organizing- To create structures
Planning- To set direction

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4
Q

What are two sources of managerial power?

A

Position power and Personal Power

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5
Q

Describe positionpower?

A

Position power is just granted by rank, official status in organization.

Position power can be:
Reward powr: has authority to grant reward

Coercive power: Capability to punish or withhold positive outcome

Legitimate Power: Rank confers right to control

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6
Q

Describe Personal Power

A

A person has this power based on their unique personal qualities that they bring to a leadership situation.

Sources of personal power:

Expert Power: Capacity to influence based on knowledge and skills

Referent power: Capacity to influence bc people admire you and want to be identified positively by you

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7
Q

What is Visionary Leadership?

A

A leader who brings a clear and compelling sense of the future, PLUS actions needed to get there

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8
Q

What are key elements to meeting challenges of visionary leadership?

A
  • Challenge the process
  • Show enthusiasm
  • Help other to act
  • Set the example
  • Celebrate Achievements
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9
Q

What is Servant Leadership?

A

Leadership focused on serving others.

  • Followers more important than leaders
  • ‘Other centered’
  • Focus on empowerment, not power
  • Followers become more powerful than Leader
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10
Q

Is power a zero-sum quantity?

A

No.

i.e. Just because someone gains power, someone else doesn’t have to give it up

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11
Q

What do leaders provide people with to Empower them?

A

To empower, provide:

  • Information
  • Responsibility
  • Authority
  • Trust
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12
Q

what are traits and behaviours that are important for leadership success?

A
  • Drive
  • Self Confidence
  • Creativity
  • Cognitive Ability
  • Job-relevant knowledge
  • Motivation
  • Flexibility
  • Honesty and Integrity
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13
Q

What are basic dimensions of leadership behaviour?

A

Concern for the task

Concern for the people

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14
Q

What are some task concerns?

A
  • Plans and defines work to be done
  • Assigns task responsibilities
  • Sets clear work standards
  • Urges task completion
  • Monitors performance results
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15
Q

What are some people concerns?

A
  • Act warm and supportive
  • Develop social rapport with followers
  • Respect the feelings of followers
  • Is sensitive to followers needs
  • Shows trust in followers
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16
Q

What is the Blake Mouton Leadership Grid?

A

A grid organizing the 4 possible combinations of manager types: combo of low and/or high concern for people and tasks

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17
Q

What are some classic leadership styles?

A
  1. Autocratic style
    2.Human Relations Style-
    Emphasizes people over
    work
  2. Laissez Faire Style
  3. Democratic Style
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18
Q

What is democratic leadership styles?

A

Committed to task and people, getting things done while sharing information, encouraging participation in decision making, and helping people develop skills and competencies

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19
Q

What is laissez faire management style?

A

Shows little concern for task, lets group make the decisions, and acts with ‘Do your best and dont bother me’ attitude

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20
Q

What is the Autocratic Leadership Style?

A

Emphasizes tasks over people, keeps authority and information within the leaders tight control, and acts in a unilateral command-and-control fashion.

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21
Q

What is meant by ‘Country Club Leader’

A

A manager who focuses intensely on making followers feel good, potentially low focus on meeting work targets

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22
Q

What is meant by describing someone as ‘Team Manager’

A

A manager who is concerned for people and tasks in an equally high amount. Viewed as the best kind of leader Focuses on building participation as well as reaching work targets

23
Q

What is Fiedlers Contingency model?

A

‘Good leadership depends on match between leadership and situational demands’

LPC=Least preferred CoWorker scale on which you rate your workers

Leadership styles:
Low LPC: Task-motivated leaders
High LPC: Relationship motivated leaders

-Leadership is part of personality and difficult to change

24
Q

According to Fiedlers model, what tasks are Task oriented and Relationship oriented leaders best at?

A

Task oriented:

  • Very ‘favourable’ (high control) situations
  • Very unfavourable (low control) situations

Relationship Oriented:
-Situations of moderate control.

25
Q

How does Fiedlers model diagnose situational control?

A
  • Quality of leader-member relations (good or poor)
  • Degree of task structure (high or low)
  • Amount of position power (strong or weak)
26
Q

How does leadership relate to personality?

A

Its a component of personality, enduring and difficult to change

27
Q

What are 4 Leadership Styles of the Hersey Blanchard model?

A

2 factors at low/high make 4 outcomes:
Guidance required, high/low
Support Required: High/low
1,1: Selling, explain decisions (Followers unable, willing, confident)
1.0: Telling, Give instructions( Followers unable unwilling, insecure)
0.1: Participating, Share ideas (Followers able, unwilling, insecure)
0.0: Delegating, turnover decisions(Followers able, willing, confident

28
Q

Describe Robert Houses path-goal leadership.

A

Leadership deals with the paths through which followers can achieve goals

29
Q

What are the 4 leadership styles under Robert Houses path goal theory?

A

Directive- Use when job assnments are complex, unstructured, ambiguous
Supportive- Use when worker confidence low
Participative-Use when performance incentive poor
Achievement oriented- when Challenge is insufficient

30
Q

What is Leader Member Exchange Theory? (LMX)

A

Leaders dont treat all employees the same across all situations.

31
Q

What is the Vroom-Jago leader-participation theory?

A 
Helps leaders choose method of decision making that best fits nature of the problem
Choices:
Authority decision
Consultative decisiion
Group Decision
32
Q

What are some other decision making options in the Vroom-Jago leader-participation model?

A 
Decide alone
Consult individually
Consult with group
Facilitate
Delegate
33
Q

What are 3 important decision factors in the vrom-jago model?

A

Decision quality
Decision acceptance
Decision time

34
Q

What are 4 types of leaders?

A

Superleaders: visionary, strength of personality
Charismatic Leaders: develop special relationships and inspire others
Transactional Leadership- Someone who directs effort through tasks, rewards, and structures
Transformational Leadership- Someone who is truly inspirational as a leader and transforms others towards extraordinary performance accomplishments

35
Q

What are some components of emotional intelligence?

A 
Self awareness
Self regulation
Motivation
Empathy
Social Skill
36
Q

What influence does gender have on leadership?

A

Women tend to use interactive leadership

Men tend to use transactional leadership

37
Q

What is a leaders integrity?

A

The leaders honesty, credibility, and consistency inputting values into action

38
Q

What is Druckers ‘Old Fashioned’ leadership?

A

more than charisma: it is ‘good old fashioned’ hard work.

  • Define and establish sense of mission
  • Accepting leadership as responsibility rather than a rank
39
Q

What is communication?

A

An interpersonal process of sending and receiving symbols with messages attached to them

40
Q

What is the difference btwn effective and efficient communication?

A

Effective: The INTENDED MEANING is identical to the INTERPRETED meaning

Efficient: Occurs at a minimum resource sot

41
Q

Whats the difference between communication and Persuasion?

A

Comm.- For sharing information and influencing other people

Persuasion- Gettign soemone else to support the message presented

42
Q

What elements are key to persuasion and credibility

A

Expert power and referent power.

43
Q

What are some Communication Barriers?

A
  • Poor Choice of channels
  • Poor written or oral expression
  • Failure to recognize nonverbal signals
  • Physical distractions
  • Status effects
44
Q

What are the main communication channels?

A

Written channels, messages are:

  • Simple and easy to convey
  • Req. ext. dissem. quickly
  • Convey formal policy or authoritative directives

Spoken channels work best for messages that:

  • Are complex or difficult to convey where immediate feedback is needed
  • Attempt to create supportive or even inspirational climate
45
Q

What are some nonverbal cues that need to be recognized?

A

Gestures, facial expressions, body posture, eye contact, and use of interpersonal space

46
Q

What are ‘mixed messages’?

A

Words and nonverbal signals communicate different things

47
Q

What is the ‘Status Effect’?

A

Occurs when an organizations hierarchy of authority creates a barrier to effective communication
Includes:
Filtering: Distortion of info to make it favourable to recipient
Subordinates as ‘yes men’

48
Q

What are rules for active listening? What is active listening?

A

Process for taking action to help someone say what they want.

  • Listen for message content
  • Listen for feelings
  • Respond to feelings
  • Note all cures, verbal and non verbal
  • Paraphrase and restate
49
Q

What are some guidelines for giving constructive feedback?

A
  • Give it directly
  • Make it specific
  • Give it when the receiver is willing/able to accept it
  • Make sure it is valid
  • Give it in small doses
50
Q

What is proxemics?

A

The use of interpersonal space. That space is a non verbal cue. Can include workspace layout

51
Q

What is channel richness?

A

The capacity for a channel to carry information in an effective manner

52
Q

What is interactive management?

A

Having the manager out there, available.

  • MBWA, Mngmnt by Walking Around
  • Open Office Hours
  • Regular Employee Group Meetings
  • 360 degree feedback
53
Q

What are some tips for managing emails?

A
  • Read items once
  • Take action immediately
  • Purge folders of useless messages
  • Remove from NVA mailing lists
  • Use IM as alternative
  • Dont forget the rule, there is no privacy on email!
54
Q

How does ethnocentrism impact communication?

A
  • Can cause people to not listen to others

- Address or speak to others in ways that alienate them

IND300 (16 decks)

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