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Fundamentals of Business > Unit 6- Leadership and Influence > Flashcards

Unit 6- Leadership and Influence Flashcards

1
Q

Set direction, inspire others; influence relationship between two or more people who depend on each other to attain certain mutual goals in a group situation; establishing a clear vision that others will follow and providing tools to realize this vision

A

leadership

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2
Q

Where does leadership powers come from(4)?

A

Due to perceived knowledge, personality, attractiveness, working relationships

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3
Q

How do leaders inspire?

A

Through intrinsic processes and internal inspiration

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4
Q

one with a position of power that oversees groups of people or tasks

A

manager

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5
Q

Where does manager power come from?

A

appointed to role

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6
Q

How do managers motivate?

A

Through external rewards and punishments

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7
Q

Extent of which individuals believe circumstances and responses are within their control

A

locus of control

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8
Q

people believe they control their own life

A

internal locus of control

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9
Q

people attribute success/failure to outside influences

A

external locus of control

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10
Q

7 core traits of successful leaders

A 
drive
motivation
integrity
self-confidence
cognitive ability
knowledge of business
charisma
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11
Q

other studies show what 6 traits of successful leaders

A

intelligence, integrity, extraversion, conscientiousness, openness, high self-esteem

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12
Q

2 types of leader behaviors

A

consideration and initiating

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13
Q

communication and respect; relationship behaviors

A

consideration

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14
Q

planning, problem-solving, scheduling; task-related behaviors

A

initiating

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15
Q

supervisory functions- planning, scheduling, coordinating work activities, providing resources

A

job-centered behaviors

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16
Q

supporting employees

A

employee-centered behaviors

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17
Q

leader evades or eludes, no active/passive position if problem arises

A

indifferent

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18
Q

direct and dominant, expects results and takes control, rule-enforcing

A

controlling

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19
Q

balance and compromise, endorses popular results but cautions unnecessary risk, tests opinions to ensure ongoing acceptability

A

status quo

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20
Q

yield and comply- supports harmonious results, generates positivity and positive work aspects

A

accommodating

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21
Q

contribute and commit; supports with involvement and commitment, explores all facts and views to reach shared understanding

A

sound

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22
Q

Why is integrity important?

A

Values of leaders directly translates to values of organization; provides organization with stability, safety, and guidance

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23
Q

Ability to influence the behavior of others to get what you want

A

Power

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24
Q

The way individuals attempt to influence one another in organizations

A

influence tactics

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25
Q

most frequently used influence tactic; uses facts, data, rational arguments to persuade others that one point of view is the best alternative

A

rational persuasion

26
Q

seldom used influence tactic- engages values, emotions, beliefs to gain support for courses of action

A

inspirational appeals

27
Q

Six sources of power used by leaders

A 
legitimate
coercive
reward
expert
information
referent
28
Q

Power comes from one’s organizational role or position given by election, appointment, or hiring- followers widely recognize this power

A

legitimate

29
Q

power to grant a reward for employee in exchange for job performance

A

reward

30
Q

ability to take something away or punish by firing, denying privileges

A

Coercive

31
Q

power based on knowledge or special skill/experience; personal power

A

Expert

32
Q

Leader possesses knowledge that others need or want

A

Informational

33
Q

Power from being trusted or respected

A

Referent

34
Q

Six stages of design thinking

A

Empathize, define, ideate, prototype, test, implement

35
Q

Manner or approach of providing direction, implementing plans, motivating people

A

Leadership style

36
Q

Style that focuses on technical or task aspects of the job- employees know what is expected of them and have the tools to do their job

A

Task-oriented Style

37
Q

Style that focuses on workplace relationships; emphasizes interpersonal relationships and employee cooperation

A

People-Oriented Style

38
Q

Style where manager has decision-making power, quick decision-making, doesn’t foster employee engagement or worker satisfaction

A

Autocratic Style

39
Q

Democratic style- decision-making is shared with group members, values individual interests and prospectives, team cohesion, more employee investment

A

participative style

40
Q

“hands-off” management, manager delegates tasks to others while providing little to no direction, leads to autonomy in employees

A

Laissez-faire

41
Q

Theories of effective leadership (2)

A

Transactional leadership

Transformational leadership

42
Q

Type of leadership there motivation comes from the arrangement of employees being rewarded for accomplishing goals or tasks

A

Transactional leadership

43
Q

Examples of transactional leadership

A

bonuses, money, performance bonuses

44
Q

Assumption of transactional leadership

A

assumes desires of the leader and employees is not the same- extrinsic motivation must be used

45
Q

Changing desires of the follower to match the desires of the leader; greater source of motivation to pursue the goal

A

Transformational leadership

46
Q

Components of transformational leadership (4)

A

Idealized influence
inspirational motivation
intellectual stimulation
individualized consideration

47
Q

Leadership models behaviors and attitudes that subordinates choose to emulate

A

idealized influence

48
Q

leadership inspires a passionate vision among subordinates or in organization

A

inspirational motivation

49
Q

leadership recognizes intellect of subordinates and empowers their contributions

A

intellectual stimulation

50
Q

leadership takes time to learn about individual talents and puts them to good use

A

individualized consideration

51
Q

Style of leadership that changes from situation to situation; style and approach to diverse circumstances is adapted, balanced personal leadership style with followers level of maturity or preparedness

A

Situational Leadership

52
Q

4 Types of situational Leadership

A
  1. Telling
  2. Selling
  3. Participating
  4. Delegating
53
Q

Directive, authoritative approaches, leader makes decisions and tells employees what to do

A

Telling

54
Q

Leaders are decision-makers but they communicate and work to persuade employees rather than direct them

A

Selling

55
Q

Leaders work with the team members to make decisions together; leaders support, encourage, participate

A

Participating

56
Q

Leaders assigns decision-making responsibility to team-members but oversees their work

A

Delegating

57
Q

Levels of follower maturity

A

low competence, low commitment
low competence, high commitment
high competence, low commitment
high competence, high commitment

58
Q

What determines appropriate leadership style a manager should use

A

situation and individual involved

59
Q

leadership style when employees have low abilities, low intrinsic motivation, little time for deadlines

A

autocratic situations

60
Q

leadership style when employees have high abilities, high intrinsic motivation, decisions are relevant to employees or the decision impacts a large number of people, such as organizational change

A

participative situations

61
Q

leadership style when delegating, high abilities, creative fields where team values its freedom, high achievement motivation

A

Laissez-faire

Fundamentals of Business (5 decks)

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