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Social Psychology in Organisations - Leiden University (21-22) > W. 2 Leadership & Power > Flashcards

W. 2 Leadership & Power Flashcards

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1
Q

What is leadership?

A

The process of influencing others to understand & agree what needs to be done & how. Along with the process of facilitating individual & collective efforts to accomplish shared objectives.

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2
Q

Leader vs. Manager

A

Leader:

  • Focus on developing new approaches & options for the future.
  • Inspires others to follow their vision for the organization.

Manager:

  • Day-to-day problem solver.
  • Manages the operations of the organization, efficiently.
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3
Q

Leader & Manager - merged into one

A

Leadership - inspiring a vision
Management - controlling the operation
—>
Managerial Leadership - adapting to situational demands

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4
Q

Leadership approaches (over the decades)

A

1900: trait approach
1940: behavior approach
1960: situational approach
1975: LMX approach
1985: transformational approach
2000: moral approaches (ethical, authentic, servant)

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5
Q

Great man theory (“great person theory”

A

Some people are born to be leaders - just have to find them

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6
Q

Trait approach - leadership (3parts)

A
  • leaders are born with talents & abilities for leadership
  • select the “right” people for leadership position, rather than train them
  • exhibit special attributes which makes them great leaders
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7
Q 
Leader behaviors (Ohio state university study - described what leaders did) 
Combined into 2 broad categories:
A
  • Initiating structure: defining tasks, focusing on goals

- consideration: trust, respect, relational

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8
Q

Path- Goal Theory

  • how?
  • four leadership behaviors:
A
  • Leaders motivates followers to accomplish goals by establishing the paths to the goals

Four leadership behaviors:

  1. Directive
  2. Supportive
  3. Participative
  4. Achievement-Oriented
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9
Q

LMX approach

A

Leader-member exchange (LMX)

  • defined as the quality of the working relationship that is developed with each follower
  • has shown that in a relatively short period of time, leaders decide who is in their “in-group” (close circle) & “out-group” (outside circle)
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10
Q

Leader-Member Exchange - “in-group”

A
  • leaders “to-go-to” people
  • dependable, trustworthy & assist leader in reaching their goal
  • receive better performance evaluations, higher salary increase & promoted at a faster rate than the “out-group”
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11
Q

Leader-Member Exchange - “out-group”

A
  • not poor performers
  • perform to the specifications in their job descriptions
  • don’t go “above and beyond”
  • don’t take on extra work
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12
Q

Leader-Member Exchange - Development

A

Role taking:

Role making:

Role routinization:

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13
Q

Leader-Member Exchange - managing your boss

A

LMX: related to promotion & salary increase

An effective working relationship with your boss predicts;

  • performance
  • job satisfaction
  • organizational commitment
  • motivation
  • lower turnover
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14
Q

Leader-Member Exchange - managing your boss

A
  • meet expectations: find out what’s seen as good and aim for it
  • ask about follow-up
  • examine & adjust to your boss’ style
  • tell your boss when you feel neglected
  • become aware of other managers’ styles
  • manage up (relationships can always be restored after damage in some way)
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15
Q

Leader-Member Exchange - follower reactions to authority

A

Counter dependent: “recent being told what to do”
Overdependent: “try to accommodate all wishes”
Interdependent: “mutual relationship between worker and supervisor” (best?)

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16
Q

Leader-Member Exchange - attribution & leader-member relations

A

Attributions: a persons attempt to assign a cause to a behavior or event
- can be classified as either internal or external

17
Q

(LMX) Attributions:

  • Internal:
  • External:
A
  • Internal: believe that event/behavior is due to character traits or abilities
  • External: believe that behavior is due to situational factors
18
Q

(LMX) Attribution errors

A

Attributions can bias how we process info and make decisions.
- Fundamental attribution error:
“Situational factors creat expectations, good or bad”

  • Self-serving bias
    “Do good - praise self to feel even better; Do bad - blame situation, to feel less bad”
19
Q

The importance of Trust

A

“A psychological state compromising the intention to accept vulnerability based upon positive expectations of the intentions or behavior of another”

20
Q

Calculated-Based Trust

A

“I do this for you - you do this for me”

  • keeping records of what someone does for you and what you do in return
  • “arms length” form of trust: no one really gets hurt by the behavior of the other
  • expectations = contracts
21
Q

Knowledge-Based Trust

A
  • level of trust grounded in how predictable the other person is:

developed over time:

  • through interactions
  • ppl come to expect the other person to come through for them
  • info is gathered about the other person
22
Q

Identification-Based Trust

A

Deepest level of trust

  • characterized by the leader and followers sharing the same goal and objectives

(E.g., important within a political party, but not needed between the different parties)

23
Q
  • Transactional Leadership

- Transformational Leadership

A
  • Transactional: Behaviors that motivate followers through rewards and corrective actions
  • Transformational: Behaviors that mobilize extra effort from followers through emphasis on change through articulating a new vision for the organization
24
Q

Transactional Leadership:

  • related to?
  • 2 forms
A
  • Contingent reward: promising or delivering rewards
  • Management-by-exception (MBE) (2 types):
  • —>Active form (MBEA)
  • —> Passive form (MBEP)
25
Q

Transformational Leadership:

- related to?

A

this set of behaviors is most related to positive attitudes, commitment, and performance of followers.

26
Q

Transformational Leadership: The 4 I’S

A
  • Idealized influence
  • Inspirational motivation
  • Intellectual stimulation
  • Individualized consideration
27
Q

(The 4 I´s - Transformational Leadership) - Idealized Influence:

A

• Idealized influence: being admired and respected
by followers is the core of this leadership
component. They are seen as change agents in the
organization

28
Q

(The 4 I´s - Transformational Leadership) - Inspirational Motivation:

A

• Inspirational motivation: leaders inspire others to
work hard toward organizational goals by providing
challenge. They are positive and upbeat and get
others to feel optimistic.

29
Q

(The 4 I´s - Transformational Leadership) - Intellectual Stimulation:

A

• Intellectual stimulation: transformational leaders
encourage innovation and new ideas. They listen to
followers openly and don’t criticize novel solutions
to problems

30
Q

(The 4 I´s - Transformational Leadership) - Individualized Consideration:

A

• Individualized consideration: transformational
leaders treat each follower as a unique person.
They get to know people one-on-one and mentor
them

31
Q

Power & Influence

A
  • Power is the potential of one person (or group)
    to influence another person or group
  • Influence can, therefore, be thought of as power in use
32
Q

Bases of Power (structural/positional)

(3 parts)Follower

A

• Coercive power: The authority to punish

• Reward power: The authority to provide incentives
or other things valued

• Legitimate power: The authority to make a request
and get a response due to the nature of the roles
between two people (e.g., boss and direct report)

33
Q

Bases of Power (personal)

2 parts

A

• Expert power: The ability to influence others due to
knowledge or a special skill set

• Referent power: The ability to influence based on
others’ identification with the individual and
followers’ desire to emulate her

34
Q

Reactions to Power and Influence

3 parts

A
  • Commitment
  • Compliance
  • Resistance
35
Q

Bases of Power - Followers- Engagement, -Response & -Reaction

A

Follower Engagement Level:

  • Commitment
  • Compliance
  • Resistance

Power Bas Used (Follower Response)

  • Referent (commitment)
  • Expert (compliance)
  • Legitimate (compliance)
  • Reward (compliance)
  • Coercive (resistance)

Follower Reaction to Directives:

  • High motivation & Performance (Referent)
  • “Zone of indifference” (Expert, Legitimate, Reward)
  • Low Performance & Sabotage (Coercive)
36
Q

Impression Management:

  • behavior?
  • image?
A

• Behaviors people use to protect their self-image
and/or change the way they are seen by others

• goal (people think they need a certain image for a
promotion)

• difference between actual and desired image

37
Q

Impression Management: Minimizing vs Maximizing

A

Minimizing:

  • apologize (be sorry after violating co-workers trust)
  • excuses (not taking responsibility)
  • justification (blaming poor performance on others)

Maximizing:

  • exemplification (appearing busy, despite tempo)
  • ingratiation (using flattery)
  • self-promotion (showing of diplomas/accomplishments)

Social Psychology in Organisations - Leiden University (21-22) (3 decks)

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