Unit 6- Leadership and Influence Flashcards
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
leadership
Where does leadership powers come from(4)?
Due to perceived knowledge, personality, attractiveness, working relationships
How do leaders inspire?
Through intrinsic processes and internal inspiration
one with a position of power that oversees groups of people or tasks
manager
Where does manager power come from?
appointed to role
How do managers motivate?
Through external rewards and punishments
Extent of which individuals believe circumstances and responses are within their control
locus of control
people believe they control their own life
internal locus of control
people attribute success/failure to outside influences
external locus of control
7 core traits of successful leaders
drive motivation integrity self-confidence cognitive ability knowledge of business charisma
other studies show what 6 traits of successful leaders
intelligence, integrity, extraversion, conscientiousness, openness, high self-esteem
2 types of leader behaviors
consideration and initiating
communication and respect; relationship behaviors
consideration
planning, problem-solving, scheduling; task-related behaviors
initiating
supervisory functions- planning, scheduling, coordinating work activities, providing resources
job-centered behaviors
supporting employees
employee-centered behaviors
leader evades or eludes, no active/passive position if problem arises
indifferent
direct and dominant, expects results and takes control, rule-enforcing
controlling
balance and compromise, endorses popular results but cautions unnecessary risk, tests opinions to ensure ongoing acceptability
status quo
yield and comply- supports harmonious results, generates positivity and positive work aspects
accommodating
contribute and commit; supports with involvement and commitment, explores all facts and views to reach shared understanding
sound
Why is integrity important?
Values of leaders directly translates to values of organization; provides organization with stability, safety, and guidance
Ability to influence the behavior of others to get what you want
Power
The way individuals attempt to influence one another in organizations
influence tactics
most frequently used influence tactic; uses facts, data, rational arguments to persuade others that one point of view is the best alternative
rational persuasion
seldom used influence tactic- engages values, emotions, beliefs to gain support for courses of action
inspirational appeals
Six sources of power used by leaders
legitimate coercive reward expert information referent
Power comes from one’s organizational role or position given by election, appointment, or hiring- followers widely recognize this power
legitimate
power to grant a reward for employee in exchange for job performance
reward
ability to take something away or punish by firing, denying privileges
Coercive
power based on knowledge or special skill/experience; personal power
Expert
Leader possesses knowledge that others need or want
Informational
Power from being trusted or respected
Referent
Six stages of design thinking
Empathize, define, ideate, prototype, test, implement
Manner or approach of providing direction, implementing plans, motivating people
Leadership style
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
Task-oriented Style
Style that focuses on workplace relationships; emphasizes interpersonal relationships and employee cooperation
People-Oriented Style
Style where manager has decision-making power, quick decision-making, doesn’t foster employee engagement or worker satisfaction
Autocratic Style
Democratic style- decision-making is shared with group members, values individual interests and prospectives, team cohesion, more employee investment
participative style
“hands-off” management, manager delegates tasks to others while providing little to no direction, leads to autonomy in employees
Laissez-faire
Theories of effective leadership (2)
Transactional leadership
Transformational leadership
Type of leadership there motivation comes from the arrangement of employees being rewarded for accomplishing goals or tasks
Transactional leadership
Examples of transactional leadership
bonuses, money, performance bonuses
Assumption of transactional leadership
assumes desires of the leader and employees is not the same- extrinsic motivation must be used
Changing desires of the follower to match the desires of the leader; greater source of motivation to pursue the goal
Transformational leadership
Components of transformational leadership (4)
Idealized influence
inspirational motivation
intellectual stimulation
individualized consideration
Leadership models behaviors and attitudes that subordinates choose to emulate
idealized influence
leadership inspires a passionate vision among subordinates or in organization
inspirational motivation
leadership recognizes intellect of subordinates and empowers their contributions
intellectual stimulation
leadership takes time to learn about individual talents and puts them to good use
individualized consideration
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
Situational Leadership
4 Types of situational Leadership
- Telling
- Selling
- Participating
- Delegating
Directive, authoritative approaches, leader makes decisions and tells employees what to do
Telling
Leaders are decision-makers but they communicate and work to persuade employees rather than direct them
Selling
Leaders work with the team members to make decisions together; leaders support, encourage, participate
Participating
Leaders assigns decision-making responsibility to team-members but oversees their work
Delegating
Levels of follower maturity
low competence, low commitment
low competence, high commitment
high competence, low commitment
high competence, high commitment
What determines appropriate leadership style a manager should use
situation and individual involved
leadership style when employees have low abilities, low intrinsic motivation, little time for deadlines
autocratic situations
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
participative situations
leadership style when delegating, high abilities, creative fields where team values its freedom, high achievement motivation
Laissez-faire
