SU 8: Leadership Flashcards
What is the nature of leadership
- There are many effective styles of leadership
What is leadership
Leadership is the ability to influence people toward the attainment of goals
Explain contemporary leadership
Contemporary leadership responds to the turbulence and uncertainty of the environment
What are the four approaches for today’s turbulent times
- Level 5 leadership
- Servant leadership
- Authentic leadership
- Interactive leadership (gender differences)
Explain level 5 leadership
highest level in a hierarchy of manager capabilities.
Key characteristics of level 5 leaders:
- Lack ego (humility)
- Fierce resolve to do what is best for organisation
- Shy and self-effacing
- Credit other people
Explain servant leadership
- work exists for the development of the worker
- servant leaders transcend self-interest to serve others
- servant leaders give away power, ideas, information, recognition, credit, and money
Explain authentic leadership
Leaders who know and understand themselves, encourage collaboration, respect diverse viewpoints, help others learn, grow and develop as leaders & stay true to one’s values and beliefs.
What are the components of authentic leadership
- Practises solid values
- Pursues purpose with passion
- Connects with others
- Leads with the heart, as well as the head
- Demonstrates self discipline
Pg 401
Explain interactive leadership
- It is associated with level 5 leaders and female leaders
- Interactive leadership means that the leader favours a consensual and collaborative process. Their influence derives from relationships rather than position power and formal authority
Pg 403
Differentiate between management and leadership
Management promotes stability and order within the existing organisational structure.
Leadership motivates toward vision and change. Leadership cannot replace management, there should be a balance.
What are manager qualities
Focus on the organisation
- Rational
- Maintains stability
- Assigns tasks
- Organises
- Analyses
- Position power
What are leader qualities
Focuses on people
- Visionary
- Promotes change
- Defines purpose
- Nurtures
- Innovates
- Personal power
What are strengths
Natural talents and abilities that have been supported and reinforced with learned knowledge and skills
Identify and explain two major leadership behaviours
- Task orientated behaviour (initiating structure): that is, the extent to which which the leader is *task orientated and *directs subordinate work activities towards goal attainment.
- People orientated behaviour (consideration): the extent to which the *leader is mindful of subordinates, *respect their ideas and feelings, and *establishes mutual trust.
Compare the behaviour of effective and ineffective supervisors
- Employee centred leaders (most effective)
*Establish high-performance goals, *display supportive behaviour - Job centred leaders (less effective)
*Less concerned with goal achievement /human needs, * focus on meeting schedules, cost management, and efficiency.
What are contingency approaches
It is when two people with widely different styles are effective leaders
What are the different contingency approaches
- The situational model of leadership by Heresy and Blanchard
- Fiedler’s contingency theory by Fiedler
- Situational substitutes for leadership
Pg 408
Explain the situational model of leadership
- Focus on characteristics of followers in determining appropriate leadership behaviour
- Seek appropriate leadership style
In the situational model of leadership, what are the four leadership styles
- Directing style: authoritative leader provides detailed goals and tasks, closely monitors performance - low readiness, low ability and lack of confidence
- Coaching style: dual focus leader provides both task instruction and personal support as needed - moderate readiness because of confidence to proceed but lack ability
- Supporting style: engaging leader encourages, supports, consults with and develops followers skills and confidence - moderate readiness because of ability but lack confidence and need support
- Entrusting style: delegating leader who displays little focus on either task or people needs high readiness because of ability and confidence to perform tasks themselves
Pg 410
Explain Fiedler’s contingency theory
- Leader’s style is task oriented or relationship oriented, relatively fixed leadership style that is difficult to change.
- Goal is to match the leaders style to the organisational situation
What are charismatic leaders
- Charismatic leaders are skilled in the art of visionary leadership
- Inspire and motivate people to do more, they have a lofty vision, the ability to understand and empathise and they empower trust subordinates
What are visionary leaders
Visionary leaders speak to the hearts of employees to be a part of something big
Differentiate between transformational and transactional leadership
Transactional - clarify the role and task requirements of subordinates. They initiate structure, provide awards, improve productivity, hard-working, focus on management, and are tolerant and fair minded.
Transformational - bring about innovation and change. They recognise followers needs, inspire followers, promote significant change and create a better future.
Pg 416
Followership
Alienated follower - is a passive, independent thinker
Conformist - participate actively with the boss but doesn’t use critical thinking
Pragmatic survivor - this type of person uses whatever style best benefits his/her own position
Passive follower - show neither initiative or sense of responsibility
Effective follower - both critical, independent and active in the organisation
Pg 419
Explain position power (hard power)
The managers position gives him or her power (it comes from the organisation) . Forms of position power:
Legitimate power - power coming from a formal management position in an organisation.
Reward power - stems from the authority to bestow rewards on other people
Coercive power - the opposite of reward power, it refers to the authority to punish or recommend punishment.
Explain personal power (soft power)
Personal power most often comes from internal sources such as individuals special knowledge or personal characteristics. It is the primary tool of a leader. Two types of personal power:
Expert power - power resulting from a person special knowledge or skill regarding the tasks being performed
Referent power - comes from individuals personal characteristics that command others identification, respect and admiration.
Name and explain other sources of power
Personal effort - people who show initiative, work beyond what is expected of them
Network of relationships - people who are involved in a network of relationships have greater power (they are often in the loop and know what is going on, not left in the dark)
Information gatekeepers - people who have access to information and control over how and to whom it is distributed are typically powerful
Six interpersonal influence tactics for leaders
- Use rational persuasion - use facts, data and logical argument to persuade others that a proposed idea or decision is appropriate.
- Help people like you - people would rather say yes to someone they like than to someone they don’t. Effective leaders strive to create goodwill and favourable impressions.
- Rely on the rule of reciprocity - leaders can influence others through the exchange of benefits and favours. Leaders share what they have (time, resources, services and emotional support).
- Develop allies - effective leaders develop networks of allies, people who can help the leader accomplish his or her goals.
- Ask for what you want - make a direct and personal request.
- Make use of higher authority - Sometimes leaders have to use their formal authority as well as gain the support of people at higher levels to back them up
