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LEADERSHIP IN PRACTICE - UNIT 2 TEST > Unit 2 Test > Flashcards

Unit 2 Test Flashcards

1
Q

There is no ______ between _________and the ________________________.

A

real relationship
organizational change
servant leadership model

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2
Q

A central focus of servant leadership is ______.

A

ethics

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3
Q

Trait Approach (Description)

A
  • 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
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4
Q

Trait Approach (Major Leadership Traits)

A
  • Intelligence
  • Self-Confidence
  • Determination
  • Integrity
  • Sociability
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5
Q

Trait Approach (5-Factor Personality Model)

A
  • Neuroticism
  • Extraversion
  • Openness
  • Agreeableness
  • Conscientiousness
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6
Q

Trait Approach (Strength & Leadership)

A
  • 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
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7
Q

Trait Approach (Emotional Intelligence)

A
  • 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
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8
Q

Trait Approach (Strengths)

A
  • Intuitive Appeal
  • Research
  • Benchmarks
  • Helps to identify and train potential leaders
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9
Q

Trait Approach (Criticisms)

A
  • 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
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10
Q

Trait Approach (Application)

A
  • Give direction for personal improvement
  • Helps leaders have information needed to strengthen their position
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11
Q

Skills Approach (Description)

A
  • 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
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12
Q

Skills Approach (3 Skills Approach)

A
  • Technical Skills (Things)
  • Human Skills (People)
  • Concept Skills (Ideas)
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13
Q

Skills Approach (Individual Attributes)

A
  • General Cognitive Ability (Personal Intelligence)
  • Crystallized Cognitive Ability (Acquired Intelligence)
  • Motivation (Willingness, Dominance, and Social Good)
  • Personality
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14
Q

Skills Approach (Competencies)

A
  • Problem-Solving Skills
  • Social Judgement/Social Skills
  • Knowledge
  • 9 Key Problem Solving Skills
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15
Q

Skills Approach (Social-Judgement)

A
  • Perspective Taking
  • Social Perceptiveness
  • Behavioral Flexibility
  • Social Performance
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16
Q

Skills Approach (Knowledge)

A
  • 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
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17
Q

Skills Approach (Environmental Influences)

A
  • Internal (Follower Skills, Technology, and Facilities)
  • External (Economic, Political, or Social Issues)
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18
Q

Skills Approach (Influences on Skills)

A
  • Career Experiences
  • Environmental Influence
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19
Q

Skills Approach (Leadership Outcomes)

A
  • Effective Problem Solving
  • Performance
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20
Q

Skills Approach (Strengths)

A
  • Leader-Centered focus on Skills
  • Accessible
  • Expansive View
  • Align with Leadership Education
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21
Q

Behavioral Approach (Description)

A

Composed of 2 Types of Behaviors:
- Task Behaviors: Facilitate goal accomplishment
- Relationship Behaviors: Feel comfortable with yourself, peers, and your situation

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22
Q

Task-Oriented

A
  • Task-oriented people are doers, and facilitate goal accomplishment
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23
Q

Relationship-Oriented

A
  • Relationship oriented people differ in that they are not as driven by goals as they are connecting with others
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24
Q

Behavior Approach (OH State Study)

A

2 Types of Leadership Behaviors found:
1. Initiating Structure
2. Consideration

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25
Q

Behavior Approach (UofM Study)

A

2 Types of Leadership Behaviors found:
1. Employee Orientation (Strong human relations emphasis)
2. Production Orientation (Technical and production aspects of a job)

26
Q

Figure 4.1 - The Leadership Grid (Blake Mouton Managerial Grid)

A

4 Types
- Country Club Management
- Team Management
- Impoverished Management
- Produce or Perish Management
- (Middle of The Road Management)

Concern For People / Concern For Results

27
Q

Situational Approach (Description)

A
  • 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
28
Q

LMX Theory

A

Leader-Member Exchange Theory

29
Q

LMX (Description)

A
  • 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
30
Q

In-Group

A

Linkages based on expanded and negotiated responsibilities

31
Q

Out-Group

A

Linkages based on formal employment contract

32
Q

Group Membership is Defined By: (6)

A
  1. How well a follower works with the leader
  2. How well the leader works with the follower
  3. Personally and other personal characteristics
  4. How a follower involves themselves in expanding role responsibilities with the leader
  5. In-group exchange. Followers do certain activities that go beyond formal job descriptions, and leaders then does more than these followers
  6. Followers unintentionally in taking on new and different job responsibilities become an out-group member
33
Q

Benefits of In-Group Followers

A
  1. Receive more information, influences, confidence, and concern from their leaders
  2. More dependable, more highly involved, and more communicative than out-group followers
34
Q

Benefits of Out-Group Followers

A
  1. Less compatible with the leader
  2. Typically focused on coming to work, doing their job, and going home
  3. Perform to the specification of their job description, but not beyond it
  4. Not necessarily poor performers (which constitute a 3rd group outside of in-group and out-group)
35
Q

LMX is Consistently Related To: (5)

A
  1. Job Performance
  2. Overall and Supervisory Satisfaction
  3. Commitment
  4. Role Conflict and Clarity
  5. Turnover Intentions
36
Q

3 Phases of High-Quality LMX Relationships

A
  1. Stranger
    - Roles: Scripted / Influence: One-Way / Exchanges: Low-Quality / Interest: Self
  2. Acquaintance
    - Roles: Tested / Influence: Mixed / Exchanges: Med-Quality / Interest: Self + Others
  3. Mature Partnership
    - Roles: Negotiated / Influence: Reciprocal / Exchanges: High Quality / Interest: Group
37
Q

Transformational Leadership (Description)

A
  • A process that changes and transforms people and their:
    1. Emotions
    2. Values <-
    3. Standards
    4. Long-Term Goals

“Power encounter by conversion”

38
Q

Transformational Leadership (Defined)

A

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

39
Q

Transactional Leadership (Defined)

A

Leadership which focuses on the exchanges that occur between leaders and their followers

40
Q

Transformational Leadership (Traits)

A
  1. Encouraging Creativity
  2. Recognizing Accomplishments/Positive Reinforcement
  3. Building Trust
  4. Inspiring Collective Vision
  5. Attention to Detail
  6. Desire to help followers reach their fullest potential
41
Q

Pseudo-Transformational Leadership (Description)

A
  • 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
42
Q

Charisma (Defined) (3 Definitions)

A

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)

43
Q

Personality Characteristics of A Charismatic Leader (4)

A
  1. Dominance
  2. Desire to influence others
  3. Self-Confidence
  4. Having a strong sense of one’s own moral values
44
Q

Behaviors of Charismatic Leaders (5)

A
  1. Role Models for their own beliefs and values
  2. Appear competent to followers
  3. Articulate ideological goals that have moral overtones
  4. Communicate high expectations for followers, and exhibit confidence that followers can meet their expectations
  5. Arouse task-relevant motives in followers that may include affirmation, power, or esteem
45
Q

Adaptive Leadership (Description)

A

Adaptive Leadership is about how leaders encourage people to adapt – to face and deal with problems, challenges, and changes

46
Q

Adaptations (Defined)

A

Changes required of people to deal with changing environments

47
Q

Adaptive Leadership (Defined)

A

The practice of mobilizing people to tackle tough challenges and thrive

48
Q

Adaptive Leadership (Activities)

A
  1. Mobilize
  2. Motivate
  3. Organize
  4. Orient
  5. Focus the attention on others
49
Q

Adaptive Leadership (4 Perspectives)

A
  1. Systems Perspective (Lack of fire or fuel)
  2. Biological Perspective (People change as a result of internal/external pressures)
  3. Service Orientation Perspective (Diagnosis and Prescription)
  4. Psychotherapy Perspective (Face problems directly, Define fantasy/reality, Internal Problems)
50
Q

Assigned Leadership (Definition)

A

Leadership that is based on occupying a position in an organization

51
Q

Emergent Leadership (Definition)

A

When others perceive an individual as the most influential member of a group or an organization, regardless of the individual’s title

52
Q

Trait (Definition)

A

Special innate or inborn characteristics or qualities that make leaders, and that it is these qualities that differentiate them from nonleaders

53
Q

Directive Behaviors (Definition)

A

Goals + How to “get there”

54
Q

Supportive Behaviors (Definition)

A

Establish Trust + Comfort

55
Q

Figure 5.1 - SLII Model

A
  • 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
56
Q

Figure 5.1 - SLII Model (Developmental Levels)

A

D4 - High Competence/High Commitment
D3 - Moderate to High Competence/Variable Commitment
D2 - Low to Some Competence/Low Commitment
D1 - Low Competence/High Commitment

57
Q

Figure 6.1 - The Basic Idea Behind Path-Goal Theory

A

Followers > (path) OBSTACLE (path) > Goals/Productivity

Path-Goal Leadership
- Defines Goals
- Clarifies Path
- Removes Obstacles
- Provides Support

58
Q

Figure 7.1 - Dimensions of Leadership

A

<Follower /Dyadic Relationship/ Leader>

59
Q

Figure 7.2 - The Vertical Dyad

A

Leader
I
I> Dyadic Relationship
I
Follower

60
Q

Figure 13.5 - Kellerman Follower Typology

A
  1. 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.
  2. Bystanders: Disengage from the organization, watching from the sidelines almost as an observer. They go along passively but they offer little active support.
  3. 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.
  4. Activists: Feel more strongly about their organizations and leaders and act accordingly. When supportive, they are eager, energetic, and engaged.
  5. Diehards: Are passionate about an idea a person or both and will give all for them. When they consider something worthy, they becomes dedicated.

LEADERSHIP IN PRACTICE - UNIT 2 TEST (1 decks)

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