SHRM-CP 2022: Leadership & Navigation Competency Flashcards
Coercive Leadership Approach
Leader imposes their vision/view point and forces/demands the team follow the directive.
When is a Coercive style effective?
During a crisis when immediate and clear action is needed.
When is a Coercive Leadership style ineffective?
When it can damage an employees’ sense of ownership in their work/motivation.
Authoritative Leadership
A bold vision is presented that the team is invited to join the challenge of.
When is Authoritative leadership style effective?
At times when no clear path forward and when the proposed vision is compelling and captures a teams imagination. This way, team members can have a clear goal and understand their roles/effort and encouraged take risks and contribute their perspectives.
When is Authoritative Leadership ineffective?
When the leader lacks real expertise. ie - the vision they are presenting is weak, difficult to understand, and unrealistic to execute.
Affiliative Leadership Style
Based on building strong relationships with and inside the team to encourage feedback; team members are motivated by loyalty
When is Affiliative Leadership effective?
All times! However, especially when a leader has inherited a dysfunctional and dispirited team that needs to be transformed.
When is Affiliative Leadership ineffective?
When used alone! EX: opportunities for coaching may be avoided because the leader is nervous to damage the relationship.
Democratic Leadership
Inviting followers to collaborate and commits to acting by consensus
When is Democratic Leadership effective?
When a leader does not have a clear vision or anticipates a strong resistance to change. However, team members must be competent, and leaders must have strong communication skills.
When is Democratic Leadership ineffective?
When you are on a tight-timeline - building consensus can take time.
Pacesetting Leadership
Leader sets model for high performance standards and challenges followers to meet the expectations
When is Pacesetting Leadership effective?
When teams are composed of highly competent and internally motivated employees.
When is Pacesetting Leadership ineffective?
When expectations and pace of work becomes excessive and employees are tired and discouraged. ie - if leaders attempt at goals focuses too hard on the outcome they may lack in other key areas of motivation.
Coaching Leadership
Focus on developing team’s skills, believing that success comes for maligning org goals with employees personal and professional goals
When is Coaching Leadership effective?
Leaders are highly skilled in strategic management, communication and motivation and when you can manage time to include coaching as a primary activity with receptive ream members.
When is Coaching Leadership ineffective?
When employees resist changing their performance.
Name at least 3 hallmarks of an effective HR leaders?
> Develop and Coach others
Build Positive Relationships
Model Values and Deliver on Promises/Commitments
Have Functional Expertise
What are at least 3 hallmarks of an ineffective HR Leader?
> Focus internally rather than externally
Lack strategic perspective and focuses on short-term/daily
Reacts poorly to change
Resist “stretch” goals and act as drag on attempts to innovate
Trait Theory
Leaders have innate characteristics that followers do not. Equates characteristics with leadership, though experience may not exist.
Behavioral Theory
Leaders influence group members through certain behaviors
Blake-Mouton Theory
Leadership involves managing Tasks & Employees (Relationships)
There are 5 types of managers - only one is a leader (team leader) with high task and high relationship focus.
Situational Theories
Builds on behavioral theories. Propose that leaders can flex their behaviors to meet the needs of unique situations (ie - altering the task/relationship matrix unique to the scenario to maximize effectiveness).
Hersey-Blanchard Situational Leadership
Leaders adapt behaviors around Tasks and Relationships (similar to Blake-Mouton Theory).
As team members grow in skill and experience, leaders supply the corresponding behavior:
- Telling - low motivation and competence
- Selling - competent but low motivation (need the “why”)
- Participating - competent persons can be included in problem solving/coached on higher skills
- Delegating - very competent team members can benefit from greater levels of autonomy
Fielder’s Contingency Theory
Leaders change the situation to make it more “favorable”
Situational “Favorableness” Occurs when:
- Leader-member relationships are strong
- Tasks structure and req are clear
- Leader can exert the needed power to reach goals
Unfavorable situations can be changed to improve effectiveness through improving relationships, changing asps of tasks, and adjusting exertion of power.
Path-Goal Theory
Emphasis on leaders’ role in coaching/developing follower’s competencies. Leader performs the behavior need to help employees move towards goals by addressing employee needs.
Types of Needs Include Directive, Supportive, Achievement, and Participative
Emergent Theory
Leaders are not appointed by emerge - which chooses the leader based on interactions
Transactional Leadership
Emphasizes leader’s preference for order/structure ad focuses on control and short-term planning. Ie - employees expected to follow orders, motivated by reward/consequences, closely monitored, and creativity is not welcomed.
Most commonly found in military and large/multinational organizations.
Transformational Leadership
Focus on ability to inspire employees to embrace change. You need to motivate employees to innovate their work and seek out changes to add value.
Generally give autonomy to their employees and enable them to come up with creative solutions and encourages communication, cooperation and collaboration.
Leader-Member Exchange Theory
Focuses on two-way relationship between leaders and chosen employees. A leader mentors a selected team member (or members0 and gives them access to more info/resources to strengthen trust and support.
Can contribute to growth, but can also result in in-group and out-group dynamics within the team.
Servant Leadership
Flips traditional structure. Leaders are there to serve the needs of their employees and emphasizes sharing of power.
Tend to be more empathetic and trusted by employees and can lead to greater innovation, collaboration, performance and participation.
Formal Organizational Features
Overt structures documented in org charts and policies, announcements, and reports. Easier to see and slow to change.
Informal Organizational Features
Often based on interpersonal relationships that are complex and subtle, and can change frequently. Primarily seen in culture and social dynamics.
Legitimate Power
Created formally through a title or position in hierarchy that is associated with rights of leadership
Can save time in decision making, but, if the person is not competent it will be insufficient.
Reward Power
Leader can offer followers something they value in exchange for their commitment (promo, compensation etc).
Expert Power
When a leader is recognized as possessing great intelligence, insight, or experience. Can create dependency and weaken others’ initiatives but can also provide elevated guidance and information.
Referent Power
Created due to leader’s personality - ie the ability to attract admiration, affection, or loyalty. Useful in gaining buy in, but if not effective in other areas this will result in loss of faith in the leader.
Coercive Power
Created when leader has the power to punish those who do not follow. Can get immediate results, but, will damage motivation/self-direction of teams over time.
Theory X/Theory Y
Motivation is either absolutely irrelevant (Theory X) or absolutely critical (Theory Y) in the workplace.
Needs Theory
Individuals are motivated by desire to satisfy certain needs and understanding them can allow leader to offer the right motivation sources for the individual.
Maslow (Needs Theory)
Five basic categories of need must be met in ascending order to maximize motivation. A lower level must be reasonably satisfied to have a higher-level need emerge/serve to motivate.
Categories: Physiological, Safety and Security, Belonging/Love, Esteem, Self-Actualization
Herzberg (Needs Theory)
Behaviors are driving by intrinsic factors (innate desires) and extrinsic factors (workplace hygiene).
When extrinsic is bad, intrinsic suffers, but good extrinsic does not always mean an employee will be motivated without good intrinsic factors being tapped into.
McClelland (Needs Theory)
Individuals are motivated by 3 basic desires of Achievement (accomplishment), Affiliation (feeling a part of a group), and Power (influence or control over others).
Value of each need varies depending upon the individual. Effective leaders will identify each employees primary motivator and tap into that space to help them develop/grow.
Self-Determination (Needs Theory)
Individuals are motivated by innated needs and relatedness like “McClelland’s achievement and affiliation, but also by needs for Autonomy (feel one has control over yourself) and Purpose (sense that your actions have effects beyond individual/workplace).
Expectancy Theory
Effort increases in relation to confidence that the behavior will result in a positive outcome
Vroom (Expectancy Theory)
Level of effort will depend on Expectancy (with reasonable effort, success will happen), Instrumentality (success will be rewarded), and Valence (the reward is meaningful). All three must be addressed to motivate the employee.
Attribution Theory
The way a person interprets causes for past outcomes is related to present level of motivation. A leader can help employees attribute results to correct causes to create opportunities for success.
Heider, Weiner (Attribution Theory)
Outcome can be attributed to internal factors (skills, diligence) or external factors (resources, market events).
Internal factors are under employee control, but external are not. Employees that have a track record of “failure” can create learned helplessness or aggression in the workplace even if the “failure” is due to external factors.
Goal-Setting Theory
Motivation increases when employees have goals to assess their achievement against.
Optimal with employees are involved in designing their goals and when said goals are specific, important to the individual, realistic but challenging, and connected to the organization’s goals.
Equity Theory
Motivation is based on an employee’s sense of fairness. Perceived value is calculated based on their inputs/outputs.
Inputs - skills, training, effort, education, experience
Outputs - salary, bonuses, raises, promotions.
When employee views as fair balance, their motivation will be maintained. And if it unfair, they can become demotivated.
What are at least 2 core qualities Leaders should possess to be effective?
> Self-Motivated and Self-Disciplined
Be or Become Comfortable with Risk-Taking
Committed to Continuous Learning
Embody a Growth Mindset
