Unit 2 Test Flashcards
There is no ______ between _________and the ________________________.
real relationship
organizational change
servant leadership model
A central focus of servant leadership is ______.
ethics
Trait Approach (Description)
- Leadership trait research became common in the 20th Century
- Originally focused on “Great Men”
- Focused on innate qualities and characteristics of social, political, and military leaders
Trait Approach (Major Leadership Traits)
- Intelligence
- Self-Confidence
- Determination
- Integrity
- Sociability
Trait Approach (5-Factor Personality Model)
- Neuroticism
- Extraversion
- Openness
- Agreeableness
- Conscientiousness
Trait Approach (Strength & Leadership)
- Central Idea: Everyone has special talents, and good leaders know how to utilize them
- Strength: Attributes or qualities of an individual that accounts for exceptional performance
Trait Approach (Emotional Intelligence)
- Central Idea: Understanding emotions and applying this understanding to life’s tasks
- Specifically: The ability to perceive and express emotions, to use emotions and facilitate thinking
- Emotional Intelligence is not a fixed point, it can be improved with training
Trait Approach (Strengths)
- Intuitive Appeal
- Research
- Benchmarks
- Helps to identify and train potential leaders
Trait Approach (Criticisms)
- Fails to make a definitive list of traits
- Does not take the influence of situation on leadership into account
- Fails to look at traits in relation to outcomes
- Limited usefulness
Trait Approach (Application)
- Give direction for personal improvement
- Helps leaders have information needed to strengthen their position
Skills Approach (Description)
- Leader-centered perspective on leadership
- Katz(1955) “Skills of an Effective Administrator” was an effort to transcend the Trait approach
- Addressed leadership as a developable skills
Skills Approach (3 Skills Approach)
- Technical Skills (Things)
- Human Skills (People)
- Concept Skills (Ideas)
Skills Approach (Individual Attributes)
- General Cognitive Ability (Personal Intelligence)
- Crystallized Cognitive Ability (Acquired Intelligence)
- Motivation (Willingness, Dominance, and Social Good)
- Personality
Skills Approach (Competencies)
- Problem-Solving Skills
- Social Judgement/Social Skills
- Knowledge
- 9 Key Problem Solving Skills
Skills Approach (Social-Judgement)
- Perspective Taking
- Social Perceptiveness
- Behavioral Flexibility
- Social Performance
Skills Approach (Knowledge)
- The application and implementation of problem-solving skills in an organization
- Knowledge is the accumulation of information and the mental structures used to organize information
- Experts have to have more complex organizational structures to categorize more facts
Skills Approach (Environmental Influences)
- Internal (Follower Skills, Technology, and Facilities)
- External (Economic, Political, or Social Issues)
Skills Approach (Influences on Skills)
- Career Experiences
- Environmental Influence
Skills Approach (Leadership Outcomes)
- Effective Problem Solving
- Performance
Skills Approach (Strengths)
- Leader-Centered focus on Skills
- Accessible
- Expansive View
- Align with Leadership Education
Behavioral Approach (Description)
Composed of 2 Types of Behaviors:
- Task Behaviors: Facilitate goal accomplishment
- Relationship Behaviors: Feel comfortable with yourself, peers, and your situation
Task-Oriented
- Task-oriented people are doers, and facilitate goal accomplishment
Relationship-Oriented
- Relationship oriented people differ in that they are not as driven by goals as they are connecting with others
Behavior Approach (OH State Study)
2 Types of Leadership Behaviors found:
1. Initiating Structure
2. Consideration
Behavior Approach (UofM Study)
2 Types of Leadership Behaviors found:
1. Employee Orientation (Strong human relations emphasis)
2. Production Orientation (Technical and production aspects of a job)
Figure 4.1 - The Leadership Grid (Blake Mouton Managerial Grid)
4 Types
- Country Club Management
- Team Management
- Impoverished Management
- Produce or Perish Management
- (Middle of The Road Management)
Concern For People / Concern For Results
Situational Approach (Description)
- Stress the directive and supportive dimensions of leadership and the appropriate application
- Determining appropriate actions for the situation requires the leader to evaluate their followers’ competence and commitment to achieve goals
LMX Theory
Leader-Member Exchange Theory
LMX (Description)
- LMX Theory conceptualizes leadership as a process that is centered on the interactions between leaders and followers
- Dyadic Relationship: A 2-party bi-directional relationship
- Before LMX Theory, researchers treated leadership as something leaders did toward all of their followers
In-Group
Linkages based on expanded and negotiated responsibilities
Out-Group
Linkages based on formal employment contract
Group Membership is Defined By: (6)
- How well a follower works with the leader
- How well the leader works with the follower
- Personally and other personal characteristics
- How a follower involves themselves in expanding role responsibilities with the leader
- In-group exchange. Followers do certain activities that go beyond formal job descriptions, and leaders then does more than these followers
- Followers unintentionally in taking on new and different job responsibilities become an out-group member
Benefits of In-Group Followers
- Receive more information, influences, confidence, and concern from their leaders
- More dependable, more highly involved, and more communicative than out-group followers
Benefits of Out-Group Followers
- Less compatible with the leader
- Typically focused on coming to work, doing their job, and going home
- Perform to the specification of their job description, but not beyond it
- Not necessarily poor performers (which constitute a 3rd group outside of in-group and out-group)
LMX is Consistently Related To: (5)
- Job Performance
- Overall and Supervisory Satisfaction
- Commitment
- Role Conflict and Clarity
- Turnover Intentions
3 Phases of High-Quality LMX Relationships
- Stranger
- Roles: Scripted / Influence: One-Way / Exchanges: Low-Quality / Interest: Self - Acquaintance
- Roles: Tested / Influence: Mixed / Exchanges: Med-Quality / Interest: Self + Others - Mature Partnership
- Roles: Negotiated / Influence: Reciprocal / Exchanges: High Quality / Interest: Group
Transformational Leadership (Description)
- A process that changes and transforms people and their:
1. Emotions
2. Values <-
3. Standards
4. Long-Term Goals
“Power encounter by conversion”
Transformational Leadership (Defined)
The process whereby a person engages with others and creates a connection that raises the level of motivation and morality in both the leader and follower
Transactional Leadership (Defined)
Leadership which focuses on the exchanges that occur between leaders and their followers
Transformational Leadership (Traits)
- Encouraging Creativity
- Recognizing Accomplishments/Positive Reinforcement
- Building Trust
- Inspiring Collective Vision
- Attention to Detail
- Desire to help followers reach their fullest potential
Pseudo-Transformational Leadership (Description)
- Refers to leaders who are self-consumed, exploitive, and power oriented, with warped moral values. Pseudo-transformational leadership was developed as a way of conceptualizing a leader that meets all qualifications of transformational leadership except raising the moral value
Charisma (Defined) (3 Definitions)
A special personality characteristic that gives a person superhuman, or exceptional powers and is reserved for few, is of divine origin, and results in the person being treated as a leader
Early Definition: A special gift that certain individuals possess that gives them the capability to the extraordinary things.
Class Group Definition:
- Likeability
- Certain Energy (Contagious)
- Determines your ability to Keep Going (Partnered with Drive)
Personality Characteristics of A Charismatic Leader (4)
- Dominance
- Desire to influence others
- Self-Confidence
- Having a strong sense of one’s own moral values
Behaviors of Charismatic Leaders (5)
- Role Models for their own beliefs and values
- Appear competent to followers
- Articulate ideological goals that have moral overtones
- Communicate high expectations for followers, and exhibit confidence that followers can meet their expectations
- Arouse task-relevant motives in followers that may include affirmation, power, or esteem
Adaptive Leadership (Description)
Adaptive Leadership is about how leaders encourage people to adapt – to face and deal with problems, challenges, and changes
Adaptations (Defined)
Changes required of people to deal with changing environments
Adaptive Leadership (Defined)
The practice of mobilizing people to tackle tough challenges and thrive
Adaptive Leadership (Activities)
- Mobilize
- Motivate
- Organize
- Orient
- Focus the attention on others
Adaptive Leadership (4 Perspectives)
- Systems Perspective (Lack of fire or fuel)
- Biological Perspective (People change as a result of internal/external pressures)
- Service Orientation Perspective (Diagnosis and Prescription)
- Psychotherapy Perspective (Face problems directly, Define fantasy/reality, Internal Problems)
Assigned Leadership (Definition)
Leadership that is based on occupying a position in an organization
Emergent Leadership (Definition)
When others perceive an individual as the most influential member of a group or an organization, regardless of the individual’s title
Trait (Definition)
Special innate or inborn characteristics or qualities that make leaders, and that it is these qualities that differentiate them from nonleaders
Directive Behaviors (Definition)
Goals + How to “get there”
Supportive Behaviors (Definition)
Establish Trust + Comfort
Figure 5.1 - SLII Model
- Supporting: High Support and Low Directive Behavior
- Coaching: High Directive and High Supportive Behavior
- Delegating: Low Supportive and Low Directive Behavior
- Directing: High Directive and Low Supportive Behavior
Figure 5.1 - SLII Model (Developmental Levels)
D4 - High Competence/High Commitment
D3 - Moderate to High Competence/Variable Commitment
D2 - Low to Some Competence/Low Commitment
D1 - Low Competence/High Commitment
Figure 6.1 - The Basic Idea Behind Path-Goal Theory
Followers > (path) OBSTACLE (path) > Goals/Productivity
Path-Goal Leadership
- Defines Goals
- Clarifies Path
- Removes Obstacles
- Provides Support
Figure 7.1 - Dimensions of Leadership
<Follower /Dyadic Relationship/ Leader>
Figure 7.2 - The Vertical Dyad
Leader
I
I> Dyadic Relationship
I
Follower
Figure 13.5 - Kellerman Follower Typology
- Isolates: Care little for their leaders and do not particularly respond to them. These are often found in large companies, where they are do their jobs and keep their heads below the parapet.
- Bystanders: Disengage from the organization, watching from the sidelines almost as an observer. They go along passively but they offer little active support.
- Participants: Care about the organization and try to make an impact. If they agree with the leader they will support them. If they disagree, they will oppose them.
- Activists: Feel more strongly about their organizations and leaders and act accordingly. When supportive, they are eager, energetic, and engaged.
- Diehards: Are passionate about an idea a person or both and will give all for them. When they consider something worthy, they becomes dedicated.
